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.
Highlights
Literature reveals talent management as a dynamic concept
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 [10], namely, talent attraction and acquisition, training, evaluation, and development
In the early 21st century, Capelli and Keller [18] estimated the term “talent management” to be the most used in the field of human resources and offered an optimistic view regarding the possibility of reaching an ample consensus around it
Summary
Literature reveals talent management as a dynamic concept. In this way, the attempts to find links between the various conceptions of the term itself bring substantial differences to light [1,2,3,4]. Companies invested in employee training and personnel loyalty and commitment [5] Based on this principle, the role of human resources departments was to support the entire working cycle of a company’s employees. The role of human resources departments was to support the entire working cycle of a company’s employees This involved defining and managing all processes of selection, hiring, training, development, and promotion. This article, how the digital tools of talent management are being used, show the strengths and the weaknesses of the digitalized functions of talent management As a consequence, it could be explained why some digital talent management resources may lead to higher employee satisfaction, higher retain talent and, In addition, enhance sustainable development
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