Purpose

This study investigates changes in talent acquisition practices, processes and norms organizations use due to changing macro, meso and micro factors that build sustainable HRM practices to support organizational performance. The study adopts structuration theory and a common-good HRM lens and integrates multi-stakeholder perspectives to present a more outside-in approach to sustainable HRM through talent acquisition.

Design/methodology/approach

We conduct qualitative research involving in-depth interviews with 28 talent acquisition and human resources leaders spanning various industries who have refined their recruitment practices, policies and norms in response to the rapidly changing economy. We thematically analyze the collected data by building on structuration theory and using the Gioia methodology.

Findings

The study illustrates the macro, meso and micro factors causing changes in structure, interpretive schemes, practices and norms of the talent acquisition function. Based on the emerging data structure, we theorize the evolved talent acquisition practices that enable sustainable HRM.

Practical implications

Acknowledging the ever-changing nature of recruitment strategies, we help identify how talent acquisition can support organizations’ sustainability goals. The outside-in approach ensures receptivity to stakeholder needs in modifying talent acquisition structures and practices to stay relevant in attracting top talent.

Originality/value

We adopt the structuration lens and a common good values approach of sustainable HRM to explain how macroeconomic and sociodemographic changes and exogenous shocks, such as COVID-19, increased technology adoption and changing demographic needs and aspirations impact organizational practices in talent acquisition. Our study investigates enabling structures, practices and norms for talent acquisition that help build sustainable HRM in organizations, which has been under-researched.