The digital transformation of the talent management process: a Spanish business case

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dc.contributor.authorMartínez Morán, Pedro César
dc.contributor.authorFernández Rico Urgoiti, José María
dc.contributor.authorDíez Ruiz, Fernando
dc.contributor.authorSolabarrieta, Josu
dc.date.accessioned2025-05-06T06:48:55Z
dc.date.available2025-05-06T06:48:55Z
dc.date.issued2021-02-19
dc.date.updated2025-05-06T06:48:55Z
dc.description.abstractThe 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 processesen
dc.identifier.citationMartínez-Morán, P. C., Urgoiti, J. M. F.-R., Díez, F., & Solabarrieta, J. (2021). The digital transformation of the talent management process: a Spanish business case. Sustainability (Switzerland), 13(4). https://doi.org/10.3390/SU13042264
dc.identifier.doi10.3390/SU13042264
dc.identifier.eissn2071-1050
dc.identifier.urihttps://hdl.handle.net/20.500.14454/2657
dc.language.isoeng
dc.publisherMDPI AG
dc.rights© 2021 by the authors
dc.subject.otherTalent
dc.subject.otherDigital transformation
dc.subject.otherTalent management
dc.subject.otherTalent attraction
dc.subject.otherTalent acquisition
dc.subject.otherTalent development
dc.subject.otherTalent retention
dc.subject.otherDigitalization
dc.subject.otherSocial networks
dc.subject.othere-HRM
dc.subject.otherSustainability
dc.titleThe digital transformation of the talent management process: a Spanish business caseen
dc.typejournal article
dcterms.accessRightsopen access
oaire.citation.issue4
oaire.citation.titleSustainability (Switzerland)
oaire.citation.volume13
oaire.licenseConditionhttps://creativecommons.org/licenses/by/4.0/
oaire.versionVoR
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