The Digital Transformation of the Talent Management Process: A Spanish Business Case

Abstract

The digital transformation means that companies are redefining the process of talent management. Previous models involved functions, practices and processes that ensured a correct flow of employees towards key positions or a generic talent management view. The digital breakthrough, together with the growing panorama of competition for talent in the market, requires a different focus to enable well-grounded and agile decision-making processes in a sustainable world. The current research considers the functions that applied research has established as the limits of talent management, and that are the key topics in an employee life cycle, namely, talent attraction and acquisition, training, evaluation, and development. In addition, new tools such as employee advocacy and/or brand ambassadors have been added towards to draw conclusions about the future trends of talent management. This article examines the employee life cycle of talent attraction, and acquisition, training, evaluation, and development in the study of the main digital tools utilized in the Spanish market, by both national and multinational corporations. The results indicate that future investments are needed to correlate the digital tools and take advantage of a better employee life cycle management. The main results show a rapid increase in the number and variety of tools used in the talent acquisition process, an expanded use of social networks to enhance the scope of those processes, and conversely, a minor use of digital tools for both talent development and talent retention processes.

Talent Management and Professional Development of Employees using Digital Technologies

“…This research was conducted through questionnaires and interviews. Similar methods were used by Whysall et al [17] as well as Martínez-Morán et al [9].…”

“…Combined with big data and predictive analytics, digital technologies significantly affect professional practices at individual, organizational, national, and international levels [8]. Digitalization helps generate a positive image before the talent that needs to be attracted, ensures employee engagement, gives workers and departments more autonomy, and accelerates the introduction of new roles in people management [9].…”

How Far Has The Talent Management Helped? a Central Java Government Experience

“…The ideal talent pool is indeed a way for the realization of efficient bureaucratic management (Aina and Atan 2020;Mau, Subarsono, and Purbokusumo 2020), instead of those who got their promotion through political intervention (Gibbs 2019;Hayat and Ngusmanto 2020;Muhibin, Nasution, and Bima 2022). Previous research has shown that talent management succeeds in getting the best and right talents to occupy certain positions (Barkhuizen and Gumede 2021;Martínez-Morán et al 2021;Musakuro and De Klerk 2021).…”

The Mediating Effect of Emotional Intelligence on the Relationship between Talent Management Practices and Leadership Skills in Malaysian GLCs

“…The role of emotional intelligence as a mediating variable between talent management practices and leadership skills can be examined. Previous literature also found that emotional intelligence is a mediating variable in different contexts, for example, in human resource practices and customer satisfaction [84], sustainable leadership behaviors and diversity management skills [43], and transformational leadership and employee engagement [85]. The mediating role of emotional intelligence was also examined in the talent management context, as one of the recent studies carried out by [29] showed that emotional intelligence mediated the relations between talent management strategy and organizational performance.…”