Detalhes do Documento

Although telework is not a recent phenomenon, its relevance and visibility have expanded significantly in recent years, largely driven by the impact of the COVID-19 pandemic. What was once considered an alternative or complementary work arrangement quickly became an essential organizational strategy to ensure business continuity and employee safety. This sudden and widespread adoption of telework triggered profound shifts in organizational policies, management practices, and employee expectations. As organizations adapted, Human Resource Management (HRM) professionals assumed a central role in redefining procedures, supporting employees, and ensuring that telework could be implemented effectively and sustainably. In this context, it becomes crucial to understand how telework is currently structured, what advantages and limitations it presents, and how HRM professionals perceive and manage this model. It is equally important to explore how HR practices have evolved in response to this work modality demands and what characteristics define an effective teleworker in today’s organizational landscape. To address these questions, a cross-sectional qualitative descriptive study was conducted, gathering data from 12 human resource managers through semi-structured interviews held via a digital platform. Thematic analysis, supported by MAXQDA software, was used to examine the data. Findings reveal that telework offers notable benefits—such as flexibility, increased productivity, and improved work–life balance—but also generates challenges related to employee engagement, communication, and the preservation of organizational culture. Although the pandemic accelerated the digitalization of HR processes, in-person onboarding continues to be preferred to support better integration. Overall, the study highlights the evolving nature of HR practices in telework contexts and underscores the need for public and organizational policies that promote balanced and sustainable implementation.

Introducción/Marco Teórico: El teletrabajo no es un fenómeno reciente, pero experimentó un crecimiento exponencial con la pandemia de COVID-19, lo que ha provocado cambios en las políticas y prácticas organizacionales. Objetivos: Comprender, desde la perspectiva de los profesionales de Gestión de Recursos Humanos (GRH), cómo se organiza actualmente el teletrabajo, sus ventajas y desventajas, las prácticas de gestión de recursos humanos implementadas y el perfil ideal de un teletrabajador. Método: Se realizó un estudio descriptivo cualitativo transversal, recopilando datos de 12 gerentes de recursos humanos a través de entrevistas semiestructuradas realizadas en una plataforma digital. Se utilizó el software MAXQDA para apoyar el análisis temático. Resultados: Los hallazgos indican que, si bien el teletrabajo ofrece beneficios como flexibilidad, productividad y equilibrio entre la vida laboral y personal, también presenta desafíos. Las principales dificultades incluyen la gestión del compromiso de los empleados y el mantenimiento de la cultura organizacional. La pandemia aceleró la digitalización de los procesos de GRH, desde el reclutamiento hasta la capacitación; sin embargo, el estudio revela que se sigue prefiriendo la incorporación presencial para fomentar la integración. El perfil ideal de teletrabajador identificado incluye habilidades personales, tecnológicas e interpersonales. Consideraciones Finales: Este estudio contribuye a comprender cómo se adaptan las prácticas de GRH al teletrabajo, sugiriendo que las políticas públicas y organizacionales deben apoyar una transición equilibrada que potencie los beneficios y minimice los impactos negativos para empleados, equipos y organizaciones.

Although telework is not a recent phenomenon, its relevance and visibility have expanded significantly in recent years, largely driven by the impact of the COVID-19 pandemic. What was once considered an alternative or complementary work arrangement quickly became an essential organizational strategy to ensure business continuity and employee safety. This sudden and widespread adoption of telework triggered profound shifts in organizational policies, management practices, and employee expectations. As organizations adapted, Human Resource Management (HRM) professionals assumed a central role in redefining procedures, supporting employees, and ensuring that telework could be implemented effectively and sustainably. In this context, it becomes crucial to understand how telework is currently structured, what advantages and limitations it presents, and how HRM professionals perceive and manage this model. It is equally important to explore how HR practices have evolved in response to this work modality demands and what characteristics define an effective teleworker in today’s organizational landscape. To address these questions, a cross-sectional qualitative descriptive study was conducted, gathering data from 12 human resource managers through semi-structured interviews held via a digital platform. Thematic analysis, supported by MAXQDA software, was used to examine the data. Findings reveal that telework offers notable benefits—such as flexibility, increased productivity, and improved work–life balance—but also generates challenges related to employee engagement, communication, and the preservation of organizational culture. Although the pandemic accelerated the digitalization of HR processes, in-person onboarding continues to be preferred to support better integration. Overall, the study highlights the evolving nature of HR practices in telework contexts and underscores the need for public and organizational policies that promote balanced and sustainable implementation.