The virtual way of working is becoming increasingly popular due to its potential for cost savings; it is also a way for an organization to be more agile and adapt to crises such as global pandemics. This innovative way of working brings new challenges to organizations that suddenly have to switch to telework. In fact, telework raises quite a few issues for employees, related to communication, collaboration, and the application of ICT (Information and Communication Technologies). This study examined the evaluation of telework through a questionnaire by different conditional groups of 436 teleworkers in Lithuania. Through a correlation analysis between the study variables, the findings suggest that there are differences in the evaluation of factors affecting telework efficiency and qualities required from a remote worker, depending on gender, age, education, work experience, and experience of telework. The results are discussed in terms of the characteristics of the most satisfied and the most dissatisfied teleworkers.

Despite the huge number of studies on telework in 2020, the influence of socio-demographic characteristics of workers on their attitudes towards telework continues to raise questions. Researchers agree on some aspects, such as younger individuals being better at absorbing new technologies. However, given that not only those who wanted to but also those who were obliged to switched to teleworking, it appears that younger people may not be as effective at working remotely as previously thought. The relevance of our study is based on the contradictory findings of research conducted during the pandemic. With this article, we contribute to the accumulation of knowledge about the change that takes place in telework. The paper aims to examine the relationship between socio-demographic indicators and the evaluation of telework. Our study confirms that the gender and age of employees are important factors in an employee’s attitude to telecommuting. Mostly, the attitudes vary in terms of gender. At least in the case of Lithuania where the research was conducted, Millennial men, unlike other generations and significantly more than Millennial women, see personal career development problems working remotely. Meanwhile, older generations do not declare greater dissatisfaction working remotely, although they do not express much favour for this approach. The results of the study indicate that in the circumstances created by the pandemic, organizations should update their human resource management strategies to achieve employee work efficiency and maintain employee motivation. The practical implication of our study in terms of open innovation is that in the future, the development of virtual working relationships will need to focus not on the technological training of older workers but on the specific provision of feedback to younger workers. In this regard, our insights may be useful for leaders in human resource management and open innovation teams.

Complex social environments change traditional human resource management policies and practices, affecting customary interactions between organizations and employees. The aim of this article is to propose a model for an organizational career development system based on the principles of complex adaptive systems (CAS) grounded in an analysis of the issues and challenges arising for individuals and organizations in complex environments. This model can then be applied in businesses and public sector organizations. The methods of scientific literature analysis, synthesis and theoretical modeling are used in this article. Currently, it is more reasonable to understand careers and their management not purely from the organizational and structural perspectives, but as dynamic processes where employees expand their career potential in the form of knowledge, skills and behaviors through various learning experiences provided by the organization, and organizations use these intangible assets as adaptive and creative potential in a complex environment. Individuals can no longer rely on traditional principles of career development based on rationality and planning that used to work in stable environments. For individuals, it is necessary to engage in a continuous meaning-making process by enhancing working experiences and strengthening career potential, which primarily involves investing in personal career capital through learning activities. Intellectual, creative, and adaptive resources accumulated in the careers of individuals compose an important part of the human capital of organizations. This then becomes the essential source of competitive advantage, especially in knowledge-based spheres. As a result, the career development models of organizations change from traditional, stable, universal and hierarchical to dynamic, flexible, individualized processes that increase the career potential of employees and provide organic structures which satisfy the diversity of individual and organizational career needs.

The paper aims to highlight the relevance of complexity theory application to organizational career management processes and systems. This perspective enables to reveal and analyse the employees’ career management challenges faced by organizations in the context of high complexity. The study shows that organizations strive for a flexible and adaptable workforce while employees seek to increase their employability and competitiveness in organizations and in the labour market. Consequently, the role of current organizations in the context of complexity in employees’ career management is to help them to sustain and grow their career potential thereby strengthening their own competitive advantage.

The multifaceted challenges posed by globalization, medical advancements, conflicts and crises necessitate a critical examination of social and organizational inclusion. Despite the acknowledged advantages of inclusive leadership (IL), there remains a significant research gap concerning the perceptions of IL among diverse employee groups, particularly within heterogeneous organizations. This study aims to bridge this gap by exploring the perceptions of IL across various sociodemographic groups within fintech companies in Lithuania. By concentrating on this rapidly evolving sector, this research enhances the understanding of IL by assessing how sociodemographic variables influence perceptions of inclusive leadership practices. A total of 236 responses were analyzed using the Mann–Whitney U and Kruskal–Wallis tests, supplemented by the Bonferroni correction to ensure statistical robustness. The findings elucidate the dynamics of IL within the fast-paced fintech environment, revealing unique challenges and opportunities to foster organizational inclusivity. The implications of this research provide actionable insights for industry leaders striving to implement IL strategies that empower minority groups and enhance overall organizational performance. Although the results indicate that fintech organizations have made strides in embedding IL principles, these advancements are not uniformly experienced across diverse employee demographics. Specifically, this study identifies significant disparities in IL perceptions between employees of other genders and those with health-related impairments. Acknowledging certain limitations, particularly the small sample sizes of some examined employee subgroups, this study advocates for further research to yield generalizable findings that can inform and improve inclusive organizational practices.