In the 21st century, human talent management faces new challenges, given the increasing diversity of the workforce and the globalization of the world economy. Therefore, human capital management departments are taking on the considerable challenge of changing legal environments, as the new conditions have forced many Latin American countries to fundamentally revise their policies.
Indeed, with the globalization of business, technological development, the strong impact of change and the intense drive for quality and productivity in most organizations, eloquent evidence emerges that the great difference and the main competitive advantage of companies comes from the people who work in them. People are the ones who preserve the existing state of equilibrium, and they are the ones who generate and strengthen innovation and what will be. They are the ones who produce, sell, serve the customer, make decisions, lead, motivate, communicate, supervise, manage and direct the companies' business, and also direct other people, because there can be no organizations without people.
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At the end of the day, organizations are groups of people. When talking about them, it is inescapable to refer to the people who represent them, give them life and give them a personality of their own. The way in which people behave, decide, act, work, perform and improve their activities, serve customers and conduct the companies' business has very varied dimensions. Much of this change also depends on the policies and guidelines of the organizations that establish how to deal with people in their activities.
In view of this, in the words of Chiavenato (2009), the commitment that an organization must assume is to "define in advance the workforce and human talents that will be necessary to carry out the organization's future action" (p.82). This implies recognizing the variations that companies experience over time and the continuous process of change that profoundly affects workforce requirements. Therefore, human resource planning must be broad and inclusive so that it encompasses aspects of human capital such as knowledge, skills and competencies that will make the organization successful.
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In this sense, the human resource is the backbone of the management of an organization, therefore it is essential to apply a suitable recruitment process to help strengthen organizational development, since every dynamic and complex institution today needs the human element to function successfully, these must be made up of well-trained and experienced people to perform the activities to be carried out. However, as organizations have become more professional in their management, due to their need to compete with high standards of quality and productivity, in the context of the information society, knowledge and technology, the role of people in the real results that organizations are able to achieve has become increasingly relevant.
- Chiavenato, I. (2009). Human Talent Management. (3rd ed.). Editorial Mc Graw Hill Interamericana Editores, S.A. de C.V. Mexico City.
