PurposeThis paper aims to specifically analyse the extent to which talent management practices in the post-COVID-19 era differ from those before the pandemic in the extreme work context of Egyptian hospitality sector. Design/methodology/approachThe study uses an exploratory qualitative research approach where semi-structured interviews were conducted with 30 full-time employees working at hotels in Sharm El-Sheikh (Egypt). Moreover, thematic analysis was undertaken on the interview transcripts. FindingsThe findings revealed that in the post-COVID-19 era, the case hotels exclusively use the inclusive talent management approach, in which all staff are recognised by the management as talents with the same workplace privileges. This approach helped to mitigate the negative influences caused by the COVID-19 pandemic. Moreover, the findings highlighted the criticality of competencies such as multitasking along with in hospitality sector employees in relation to extreme context necessitated by COVID-19. The findings further established that when facing extreme events, such as COVID-19, a shift in training activities towards activating positive mental health and effective shock management among employees is also needed. This study found that organisational support and continuous learning play a vital role in individual employees' resilience development, which also helped in retaining them. Originality/valueThis paper is one of the pioneering empirical studies on the relationship between talent management practices in extreme contexts and the influences of global disruptions resulting from COVID-19. Moreover, it is one of the few studies to specifically undertake a comparative assessment of the differences in talent management practices pre- and post-COVID-19 time period in the hospitality sector. The study findings contribute to multiple literature streams including extreme context, hospitality, human resource management and transaction stress model.
