Future of work and talent development realities: a qualitative analysis from a developing country perspective

PurposeThis study seeks to investigate talent development practices within the evolving business landscape, focusing on human resources in Bangladesh.Design/methodology/approachDue to the study's complexity, qualitative research methods were chosen. Data collection involved interviews with two clusters: Cluster A comprised 20 HR professionals with at least two years of talent management experience, recruited through purposive sampling. Cluster B involved in-depth interviews with seventeen employees from various departments, excluding HR.FindingsThe research findings revealed that talent acquisition strategies are shifting toward hiring experienced professionals for critical roles, emphasizing expertise. While organizations prioritize aligning talent development with long-term goals, concerns persist over unethical practices in hiring processes. Succession planning emerges as vital for leadership continuity and agile talent management practices gain traction. Additionally, digital transformation reshapes development methods, while employee self-development initiatives are increasingly valued. Employer branding plays a crucial role in talent acquisition, with employee and employer branding serving as key components of the talent acquisition process.Practical implicationsThis study offers actionable insights for organizations in Bangladesh to overhaul talent development methods, ensuring alignment with long-term objectives, adopting agile talent management and leveraging digital transformation. These strategies are essential for cultivating future leaders' adeptness at navigating the evolving business landscape.Originality/valueThe paper offers valuable insights into the future of work (FoW) and talent development practices, particularly from the unique perspective of developing nations. This perspective sheds light on how organizations in these regions navigate challenges and opportunities, which may differ from those in first-world corporate cultures.