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Strategic Management of Human Talent and Job Performance: Policies and Human Talent Subsystems for the Growth and Development of MIPYMES

Abstract:

At present, organizations and companies face new challenges that involve human capital and their work performance, being essential the strategic management of human talent, which allows capturing, retaining and valuing human capital, being the most important asset for their invaluable contribution by providing development and productivity. The main problem of this research is to diagnose the current situation regarding the strategic management of human talent and job performance in the company “Stone Distributor”. For the study, a qualitative and quantitative approach was used with a descriptive research scope, supported by a bibliographic research method, which involved both the manager, administrative staff and workers. Taking as the main results obtained in terms of human talent policies that 48% and 44% of the aforementioned personnel disagree with the discipline and open-door policies respectively. Regarding the human talent subsystems, 44% and 32% of those surveyed disagree with the performance evaluation and recruitment and selection subsystem; while 36% state that they are undecided with the training and development sub-system. Finally, a recommendation is established to prepare and implement a strategic plan for human talent (human talent policies and subsystems), which allows the improvement of the perception of the degree of conformity regarding the application of processes for the management of human talent, as well as the skills, knowledge, effectiveness and job performance of all employees.