Paradoxes of talent retention: Revisiting forgotten lessons in Spain’s hospitality sector

This paper adopts a paradox lens to explore the tensions and contradictions related to talent retention faced by hospitality organisations during the COVID-19 pandemic, emphasising the responses of Hospitality Human Resources Managers (HHRM). Based on thematic analysis of semi-structured interviews with 20 HHRM from leading Spanish hotel chains (October 2020–October 2021), the study identifies six paradoxes: Engagement-Crisis (Belonging), Inclusion-Exclusion (Organising/Performing), Innovation-Stability (Learning), Control-Flexibility (Organising), Global-Local (Organising/Performing), and People-Profit (Performing). These paradoxes highlight the challenges of balancing employee commitment, inclusivity, innovation, flexibility, global strategies, and financial priorities. The findings reveal proactive and defensive HR responses, including transparent communication, emotional leadership, health and safety measures, and workforce reorganisations. The study contributes to the academic literature by applying paradox theory to talent retention, offering a novel perspective particularly suited for crisis contexts. Practical insights include HR strategies for addressing paradoxes, improving talent retention, and fostering resilience in post-crisis hospitality organisations.