In this work, different theoretical aspects that contribute to promoting knowledge on the subject of Human Talent and the role it plays in the process of Technological Innovation and Organizational success are addressed, proposing a Human Talent Management model that transits several stages, where each one of them is related to each other to achieve the functional synergy of the system.
Modern Organizations develop in a highly changing environment, where technologies expire quickly and with them their income and competitive advantages, leaving behind an entire infrastructure created for this purpose, putting Organizations at critical points to stay on the market. Facing this situation is a constant element of the future of the Organizations, which are obliged to look for alternatives to overcome them and stay alive in international competition, reaching standardized levels of efficiency, effectiveness and quality for the activity they carry out.
The response to this uncertainty has become the driving force behind all the theoretical-practical trends that are expressed in the current literature regarding the business sector, which seek to draw models that help them overcome this troubled situation. Achieving the most successful is the key to success.
From this idea a question arises.
What is the ideal trend?
It is important to highlight that no theoretical model or trend is superior to another, simply what has to be analyzed is the adaptability to the Company or Organization in question, since in one way or another they intertwine with each other. Now, there is an element that is common to all of them, and that is that each one of them in one way or another alludes to Human Talent as the decisive factor in the innovative process that guarantees the survival and prosperity of Organizations, some of them they give greater weight, others less, but the truth is that it is present in all of them. However, it is the trend that has less practical followers since its fruit is not generated by Talent itself, but the effect of its Management, that is why business managers understand that it is a source for progress,but they have not raised awareness enough to apply it successfully.
For this reason, it is vital to understand the importance of Human Talent Management in the process of Technological Innovation and Adaptability to Change in Organizations.
Below is a graph that summarizes the previous ideas and that exemplifies the dynamics to be followed by Organizations if they want to achieve high levels of competitiveness.
As you can see, Human Talent plays a leading role in the current and future development of Organizations, since it is the most flexible asset and the one that gives the Organization the most vitality since through it it is possible to design, achieve, implement, rearrange, adapt and make feasible any technological advance, theoretical concept or practical application, even it is the one that opens the doors to Technological Innovation; And the latter is precisely one of the fundamental ways that Organizations that aspire to an elite position within the territorial, national or international market must develop. That is why it is important to Manage Innovation, to obtain the desired positive impacts, taking into account several elements such as:
Of all the elements previously exposed, it is our objective to treat the issue of Human Talent and its management as a decisive element within the Technological Innovation process, based on the idea that man is the only one who can generate and develop them. The diagram below shows us the veracity of this idea.
This vision has to lead us to a different style of work and that is that if the goal of every Organization is to Innovate and Adapt to Changes quickly, the main way to achieve it effectively is through Human Talent Management, since This is the one that allows you to innovate and adapt new technologies according to the characteristics of the Organization, so let's work on the cause and not on the effect, so that we see that in this way the results are generated by the very nature of the organizational dynamics.
It is for this reason that all Organizations are obliged to manage the Talent they have in their people and to incorporate new Talents to Innovate and Adapt to Changes, allowing them to stay alive and develop successfully.
To understand the subject matter more clearly, we must start by analyzing the meaning of Human Talent that we have defined and taken as a reference in this analysis.
The conjugation of knowledge, skills, abilities, motivations and attitudes put into practice by a committed person or groups of people who achieve positive results in a given organization and environment.
In this definition, many more variables that make up Human Talent could be enumerated, but the key word, which should not be neglected and understood is conjugation, since we have concluded that it is an error to analyze Human Talent as the sum of knowledge, abilities, capacities, etc., seeing it in this way it will not be possible to manage successfully, since the important thing is to understand the interaction and synergy that is established between all the variables in order to harmonize them into a complete whole. Another element to consider and that plays a fundamental role is the circumstantial nature of Human Talent, since it may be conditioned to a specific moment or environment.
Now, once Human Talent has been defined, we can ask ourselves the following question.
What is Human Talent Management?
Human Talent Management is a strategic management approach whose objective is to obtain the maximum value creation for the Organization, through a combination of actions aimed at having at all times the level of knowledge, abilities and skills in obtaining the results. necessary to be competitive in the current and future environment.
To facilitate the understanding of Human Talent Management, we have analyzed it in two fundamental dimensions: Internal and External.
In the internal dimension we approach everything concerning the composition of Human Talent and in the external one, the elements or factors of the environment that affect the selection, development and permanence of Talent in Organizations. But it is not enough just to analyze it in these dimensions, it is necessary to understand, internalize the importance of establishing links, combining, achieving a synergy between both dimensions, as this is how it can best be managed.
The graph below illustrates the elements raised
Now the key questions are:
- How to Manage Human Talent? What activities to do to achieve it?
The answers to these questions have become the central axis of this work, whose main objective is:
- Prepare a methodological proposal for the Management of Human Talent for the sake of Technological Innovation and Adaptability to Change in Organizations.
To successfully apply Human Talent Management for the sake of Technological Innovation in Organizations, we must start by inserting this management system into the Organizational Strategy, since it must be focused on fulfilling the mission and facilitating the achievement of goals. or vision defined by the Organization, it must also be immersed within a source of commitment by managers and workers so that its application becomes a development tool not only for the Organization but also for the environment where it is located and It is this outward focus that also allows analyzing the impact of this management system on Corporate Social Responsibility,Although this edge is addressed more fully in other works that we have carried out in this regard and that are not the subject of this reflection.
This strategic approach has been the basis of the model that we propose, which goes through several stages, it being important to highlight that each one of them separately can generate positive results, but it is not being managed, to obtain innovative and revolutionary results for Organizational practice. When deciding on its implementation, the Organization must go through all the stages, as a synergistic cycle that repeats itself as the actions intertwine, intensify and deepen within the Organization.
The figure below reflects the model designed to Manage Human Talent in Organizations, which has 6 fundamental stages:
- To diagnose the composition of Talent that exists in Organizations. To identify the talent that is required for each Structural or Functional Area of the Organization, as well as for each job position. To locate Talent in correspondence with the requirements to generate impacts. Talent development and retention. Control Talent performance. Recruitment and selection of new Talents.
It is important to highlight that these stages are interrelated with each other, since they flow as an integrating system where none by itself generates Management impacts, becoming a cycle that is constantly fed back and its updating is vital to achieve success, also the stages do not have In a hierarchical order, the Organization may choose the first one according to the state it is in and what it wants to do, always following the continuity of the cycle.
The present management model has the following principles, which must be followed in order for the application to generate the desired effect.
- Strategic approach. In the Organization, this approach must prevail to know towards which destinations the system should be directed and based on this approach, the activities and the magnitude in which they will be carried out are decided. Commitment and knowledge of the subject by workers and employees. Organization executives. For the application of the model, there must be high doses of commitment and involve those involved so that they all make it their own and can easily be extended to all the spaces of the Organization, thus achieving that the system develops with greater lightness and health. Systemic Flexibility or Adaptation to change of the members of the Organization. The application of the present model implies changes in conceptions, ways of working, management styles and if the need for change is not understood,can be harmful to the implementation of the model. Existence of a Human Talent manager. There must be a person in the Organization who masters the model and structures it according to its own characteristics, so that it is able to guide the rest of those involved and at the same time facilitate implementation. Focus on the internal client. This approach allows us to understand that we are seeking as a goal to incorporate and satisfy more and more each of the members of the Organization, with the implementation of the model, seeking to fulfill the premise that the human being is the most important component of the Organization. Global effort of all areas of the Organization.It is important to demonstrate that the implementation of the model and the responsibility for its correct application does not respond to a specific area or person but to the entire Organization, since in all its structural areas there are people and it is vital to put their talent to the benefit of the Organization.. Be careful, this point cannot be confused with the role that the Talent Manager must develop, whose maximum objective is to facilitate the implementation of the model, not to execute it and apply it by itself. This is a mistake to be avoided as it can have dire consequences for Talent Management.which has the maximum objective of facilitating the implementation of the model, not executing it and applying it by itself. This is a mistake to be avoided as it can have dire consequences for Talent Management.which has the maximum objective of facilitating the implementation of the model, not executing it and applying it by itself. This is a mistake to be avoided as it can have dire consequences for Talent Management.
Conclusions
Human Talent has become the key to Organizational success, since without it, it would be practically impossible to innovate and face the current and future demands of the environment, managing it is the main challenge they have to face, for this it is necessary to incorporate a vision more inclusive in the mentality of the managers and workers of the different Organizations and always think that the Methodological proposals used must be fully implemented to achieve the functional synergy of the process. Once this is achieved, what remains is to direct the Talent towards the desired impact destination and with it, the desired results will be obtained.
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