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Various scholars suggest that there is a lack of research on the recruitment in small and medium-sized enterprises (SMEs) and also a scarcity of theoretical basis for the recruitment procedures used by these companies. As the vast majority of studies concentrate on larger organizations, they may not accurately reflect the challenges faced by smaller-sized entities to profoundly and accurately comprehend their recruitment procedures. In addition, the use of technology in recruitment has grown in importance in today’s quickly evolving business environment, particularly in light of the COVID-19 pandemic footprint. This study aims to examine the recruitment procedures used by SMEs and how they have been compelled to adjust to different extents to these technological improvements by the effects of the aforementioned epidemic.

With the aim to investigate the current recruitment practices in SMEs and the extent to which digital technologies are embraced by these companies within human resources (HR) procedures, this research relied on interviews with SMEs representatives. The qualitative methods used provided access to relevant data and insights, as they allowed close interactions with top managers and CEOs of ten companies from various sectors. Thus, the research results draw a vivid and reliable image of the procedures and practices used by small and medium-sized companies to attract, select and retain their staff.

This study’s findings are of increased interest to HR professionals, recruiters and managers in SMEs, who aim to attract and retain the best talent and optimize their recruitment strategies in a rapidly changing business environment, enabled by technological advancements. Effective HR recruitment procedures adapted to the specific needs of small and medium-sized companies can lead to several benefits for the organization, including improved employee selection, reduced turnover and increased organizational productivity.

Although the interviews examined here encompass recruitment techniques from SMEs in a variety of industries, the results’ generalizability is limited by the sample size and geography. Furthermore, the findings’ dependability is dependent on the accuracy of the data provided by the respondents.

This investigation confirms some of the theoretical underpinnings which point to the lack of formalized structures and procedures in the recruitment process in SMEs, which enjoy more flexibility in managing HR processes. In addition, the results reinforce the arguments indicating an adjustment between HR strategies or policies and organizational goals in smaller enterprises which adapt faster to changes in the market. Moreover, it becomes apparent that there is a relationship between the quality of job descriptions and the successful fit in attracting the right candidates for the open positions. Furthermore, digital technologies offer opportunities for expanding the recruiters’ reach to a wider audience and also support the selection stage, thus increasing the chances of finding suitable staff. As the need to shift from traditional recruitment to e-recruitment in SMEs has been highlighted in the literature, the qualitative research revealed that this need was driven on the one hand by the COVID-19 pandemic when these companies successfully adapted and implemented new online methods of recruiting, but also by the lack of skilled labor, leading to the expansion of recruitment to other parts of the country or even to other countries.

With regard to the proportion of men and women used in small and medium-sized companies, there is a clear need to involve and train more women in the predominantly male-dominated industrial and IT sectors. From this point of view, companies tend to devote more interest to integrating communities of women in these industries, as well as in key management positions. Another point of interest that the study highlights is the fact that SMEs have started to get creative with the benefits package they propose to candidates and focus on remote work, hybrid office–home working, or seasonal work to offer future employees a better work–life balance.

The added value of this investigation is filling the gaps in the current literature concerning recruitment procedures currently used by SMEs, the challenges they face and the solutions they advanced to solve them. Furthermore, SMEs often drive innovation and competition in the market and play a crucial role in the supply chain of larger companies, providing them with the goods and services they need to operate and supporting the availability and reliability of products from larger companies. They are often the driving force behind revitalizing local economies and creating new employment opportunities. Consequently, the underlying significance of this study is rooted in the need to modernize and simultaneously improve HR recruitment procedures through the integration of technology and a focus on innovation.

This paper explores the integration of sustainable development practices within today’s business management, emphasizing the managerial perspectives and strategies adopted to address economic, social, cultural, and environmental dimensions of sustainability and their organizational outcomes, namely performance and reputation.

Through a qualitative study involving in-depth interviews with twelve managers from various sectors, this research utilizes content analysis and Qualitative Data Analysis Software (AtlasTI) to map managerial insights and strategies. The study identifies key constructs and their impacts on organizational performance and reputation.

The study identifies a complex interplay between economic, social, environmental, and cultural management practices and their take on organizational performance and reputation in the current context and emphasizes the importance of leadership and regulatory frameworks in promoting sustainability.

The study’s qualitative approach provides in-depth insights but may limit generalizability. Future research could employ quantitative methods to validate and extend these findings across different contexts and industries.

This study contributes to the sustainability and business management literature by providing a detailed examination of how Romanian managers perceive and operationalize sustainability. It underscores the importance of integrating sustainability into core business strategies and offers practical insights for managers and policymakers aiming to enhance sustainable business practices.

The main objective of the present study is to investigate whether the hybrid work environment generated by the COVID-19 pandemic has availed a predominant type of leadership, namely transformational, transactional or passive-avoidant, and to what extent each of the three leadership styles and their subscales correlate with the job-related affective well-being (JAW) of employees, in terms of both positive and negative emotions.

In order to obtain a comprehensive view of the subject and to carry out a thorough analysis, the primary data were collected via the application of a questionnaire-based survey. With a view to ensure sample consistency, the study was conducted with Romanian employees working in big corporations from various services sectors. A convenience sample of 203 respondents was retrieved, the selection of individuals being catalyzed by three managers from different companies who have decided to distribute the invitation to fill in the online questionnaire throughout their personal and professional networks. The results were analyzed by means of bivariate correlations, namely Pearson linear coefficients of correlations computed between the subscales of the leadership styles and JAW.

Overall, the findings showed both positive and negative correlations between the transformational, transactional and passive-avoidant leadership subscales and the components JAW, most of the transformational leadership dimensions positively correlating with the positive emotions covered by JAW.

The study brings forward compelling insights into the employee well-being within the context of the hybrid work environment triggered by COVID-19 pandemic and signals the importance of placing people at the core of sustainability during the “new normal”.

The study offers practical implications for managers aiming to enhance employee well-being in hybrid work settings. Emphasizing transformational leadership, which fosters positive emotions, can boost engagement and job satisfaction, thereby improving overall organizational performance. Managers are encouraged to adopt people-centric practices, focusing on support, recognition and clear communication to reinforce employees’ emotional resilience. Additionally, understanding the varying effects of leadership styles on different demographics can guide tailored management approaches, enhancing inclusivity and effectiveness.

The study underscores the broader social value of prioritizing employee well-being, particularly within hybrid work models. Supportive leadership not only impacts workplace morale but also extends benefits to employees' personal lives, enhancing overall mental health and reducing stress. Such improvements can foster a healthier work–life balance, positively influencing family dynamics and social connections. By encouraging leadership approaches that contribute to positive work experiences, organizations play a role in strengthening community resilience and fostering a culture of empathy. This shift aligns organizational practices with wider social goals, promoting sustainable work environments and improved quality of life.

By looking into the post-pandemic organizational processes, the paper proposes a fresh outlook on the challenges faced by employee affective well-being in relation to the leadership style.