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

Pedro César Martínez-Morán, Jose Maria Fernández-Rico Urgoiti, Fernando Díez and Josu Solabarrieta
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Pedro César Martínez-Morán: Departamento de Gestión Empresarial, ICADE, Comillas Pontificia University, 28015 Madrid, Spain
Jose Maria Fernández-Rico Urgoiti: Departamento de Gestión Empresarial, ICADE, Comillas Pontificia University, 28015 Madrid, Spain
Fernando Díez: Facultad de Psicología y Educación, University of Deusto, 48007 Bilbao, Spain
Josu Solabarrieta: Facultad de Psicología y Educación, University of Deusto, 48007 Bilbao, Spain

Sustainability, 2021, vol. 13, issue 4, 1-16

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.

Keywords: talent; digital transformation; talent management; talent attraction; talent acquisition; talent development; talent retention; digitalization; social networks; e-HRM; sustainability (search for similar items in EconPapers)
JEL-codes: O13 Q Q0 Q2 Q3 Q5 Q56 (search for similar items in EconPapers)
Date: 2021
References: View references in EconPapers View complete reference list from CitEc
Citations: View citations in EconPapers (1)

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