Modelo de gestión del talento humanos basado en competencias

laborales: Empresa “Dulcería Los Almendros” cantón Rocafuerte

J. Manage. Hum. Resour. (July - December 2024) 2(2): 16-23

https://doi.org/10.5281/zenodo.15360646

ISSN: XXXX-XXXX

ORIGINAL ARTICLE

Human talent management model based on work competencies:

“Dulcería Los Almendros” Company, Rocafuerte canton

 Ronny A. Murillo

[email protected]

Empresa “Dulcería Los Almendros”, Manabí, Ecuador.

Received: 12 February 2024 / Accepted: 14 June 2024 / Published online: 21 July 2024

Ronny A. Murillo

Kevin J. Zambrano

Galo A. Carreño

Lisbeth K. Franco

Abstract This degree project proposes a Human Talent

Management Model based on job competencies for the com-

pany “Dulcería los Almendros”, located in the Canton of

Rocafuerte. The main objective was to design a management

model tailored to the company’s needs through three specic

goals: to present a model adapted to its structure, establish

a guide for personnel selection by performance areas, and

identify the sta’s training needs. Using a non-experimen-

tal design by work area, the research was applied, with a

qualitative-quantitative, descriptive, eld-based, and explan-

atory approach. The population consisted of thirteen female

employees and the owner-manager, who also made up the

sample for data collection. Techniques used included doc-

ument review, interviews, and surveys through a question-

naire. Based on the data analysis, it was concluded that there

is an urgent need to implement a human talent department to

improve labor productivity and eciency. However, consid-

ering the costs this would involve, it is recommended as an

initial alternative to apply a human talent management man-

ual based on job competencies. This manual would serve as

a tool for personnel administration within the company and

help align sta performance with organizational goals.

Keywords management, labor productivity, human talent,

labor competencies.

Resumen El presente trabajo propone un Modelo de Ges-

tión del Talento Humano basado en competencias laborales

para la empresa “Dulcería los Almendros”, ubicada en el can-

tón Rocafuerte. El objetivo general fue diseñar un modelo de

gestión adaptado a las necesidades de esta empresa, a través

de tres objetivos especícos: presentar un modelo adecua-

do a su estructura, establecer una guía para la selección de

personal por áreas de desempeño y determinar las necesi-

dades de capacitación del personal. La investigación fue de

tipo aplicada, con enfoque cuali-cuantitativo, descriptivo,

de campo y explicativo, con un diseño no experimental por

área de trabajo. La población estuvo conformada por tre-

ce colaboradoras y la propietaria-administradora, quienes

constituyeron también la muestra para el levantamiento de

información. Las técnicas empleadas incluyeron revisión

documental, entrevistas y encuestas mediante cuestiona-

rio. A partir del análisis de los datos, se concluyó que existe

una necesidad urgente de implementar un departamento

de talento humano para mejorar la productividad y ecien-

cia laboral. Sin embargo, considerando los costos que esto

implicaría, se recomienda como alternativa inicial la apli-

cación de un manual de gestión del talento humano basado

en competencias laborales, que sirva como herramienta guía

para la administración del personal dentro de la empresa.

Palabras clave gestión, productividad laboral, talento hu-

mano, competencias laborales.

Introduction

How to cite

Murillo, R. A., Zambrano, K. J., Carreño, G. A., & Franco, L. K. (2024). Human talent management model based on work competencies: Dulcería los

Almendros Company, Rocafuerte canton. Journal of Management and Human Resources, 2(2), 16-23. https://doi.org/10.5281/zenodo.15360646

Empresa “Dulcería Los Almendros”, Manabí, Ecuador.

Estudiante Maestría en Gestión del Talento Humano. Universidad

Técnica de Manabí.

Alimentos congelados ALIMARE S.A., Manabí, Ecuador.

J. Manage. Hum. Resour. (July - December 2024) 2(2): 16-2317

Over time, various theories have been proposed regarding

the organizational environment, some have specically em-

phasized human talent, highlighting its importance and clas-

sifying it as one of the organization’s key elements. Good

management is required to achieve optimal company perfor-

mance. In addition to administrative management (referring

to bureaucracy), human talent management must align with

job competencies.

In the case of Dessler & Varela (2011), human resources

management is mentioned.

It is the set of policies and practices that are crucial for

directing aspects of managerial positions related to people or

human resources belonging to organizations. This includes

recruitment, selection, training, rewards, and performance

evaluation.

Based on the above, human talent management emerges,

oriented more toward the work competencies that an em-

ployee must possess in a specic job position, in dierent

departments, for better employee performance, under indica-

tors appropriate to each operational activity inside and out-

side the company.

Human talent management is an integrated set of organi-

zational processes designed to attract, manage, develop, mo-

tivate, and retain employees (Pérez, 2021). The system will

identify and evaluate core and dierentiating competencies,

formulate and design selection proles, and implement in-

duction systems.

Competency-based management becomes a continuous

channel of communication between employees and the insti-

tution; this is when the company begins to involve the needs

and desires of its employees in order to help them, support

them, and oer them personal development capable of enri-

ching their personality (Falcón & Amparito, 2011).

People require high levels of responsibility and competen-

ce to achieve goals successfully. This depends not only on

individual traits but also on the interrelation of personality

with social situational factors among coworkers (Montoya

et al., 2016).

Therefore, competency management has become one of

the best practices to align human resources with the glo-

bal strategy of the organization since, taking as a reference

the strategic planning of the company, it determines what

knowledge, skills, attitudes and motivation are required to

achieve the strategic objectives and at the same time allows

to dene what is expected of a person in a role or job and

allows to identify the gaps between the current and expected

levels of each competency (Vásquez, 2014).

In this way, the competency management model evalua-

tes the specic competencies for each job and contemplates

the development of additional competencies necessary for

employees’ personal and professional growth (Ruiz, 2015;

Quiroa, 2020).

Classication according to Magaña (2020):

• Basic: Refers to the basic behaviors that workers

must demonstrate and are associated with formative

knowledge, such as reading, expression, and verbal

and written communication skills.

• Generic: Describes behaviors associated with perfor-

mances common to various occupations and branches

of productive activity, such as the ability to work in a

team, plan, negotiate, and train.

• Specic: Identies technical behaviors, linked to a

certain technological language and a specic produc-

tive function.

Classication according to Charria et al. (2011):

• Academic competence: Academic competencies are

Basic learning conditions that are developed from the

early school years and are classied into basic skills

such as: reading, writing, mathematics, speaking,

and listening; development of thinking, consisting of

creative thinking, problem-solving, decision-making,

assimilation and comprehension, the ability to learn

and reason; and personal qualities: self-responsibility,

self-esteem, sociability, self-direction, and integrity.

• Professional competence: is the ability of a person to

carry out a task eectively due to having qualications

that, in turn, represent the acquired ability to do a spe-

cic job or perform a position.

• Occupational competency: Professional competencies

are not enough; they are also the skills a person has to

perform the assigned functions according to their po-

sition or job title, thus becoming more competitive in

the face of organizational demands and, consequently,

entering and remaining in the world of work.

This model allows for the management of the professio-

nal qualities of a production unit’s employees by analyzing

each job position to nd the right person to ll that position

and perform to their full potential. This will benet the pro-

duction unit, as its productivity will increase, allowing for

greater prots and lower costs, which most owners or share-

holders seek to achieve.

A human talent management model is successful if it

meets the organization’s requirements and decision-making

at a specic time. It must also be exible enough to adapt

J. Manage. Hum. Resour. (July - December 2024) 2(2): 16-23 18

quickly to new organizational contexts (Sáenz, 2019).

It should be noted that any human talent management mo-

del will be successful if it meets all the company’s labor and

administrative needs, taking into account the best time to

make decisions that benet it. It must also have qualities that

allow it not to act rigidly but rather to adapt quickly to the

continuous changes in both internal and external conditions

currently facing the organizational world.

Through this research, we aim to design an organized and

structured human talent model to eectively meet the needs

and requirements of the company “Dulcería los Almendros”

by leveraging the organization’s human capital.

Methodology

This study employed a mixed-methods approach grounded

in the theoretical foundations of human talent management

and work competencies. The inductive, analytical, and syn-

thetic methods were used to interpret ndings: the inductive

method helped generalize conclusions from specic cases;

the analytical method facilitated breaking down components

of the current talent practices; and the synthetic method

allowed for integrating ndings into a cohesive human talent

model.

Empirical data collection included direct observation, in-

terviews, and surveys. Direct observation was conducted

during several visits to Dulcería Los Almendros, located in

Rocafuerte, identifying the absence of a formal Human Ta-

lent Department and the need for a competency-based mana-

gement model. An unstructured interview with the business

owner, Mrs. Hondina Auxiliadora Delgado, provided quali-

tative insights into management practices.

Additionally, a survey with six closed-ended, multi-

ple-choice questions was administered to all 13 female com-

pany employees, resulting in 14 participants, including the

owner. This comprehensive methodological framework su-

pported the proposal of a Human Talent Management Model

tailored to the needs of small enterprises.

Results and discussion

Using the company’s current situation and the information

gathered from the data, a diagnosis can be made of the po-

tential organizational scenario for the object of study, con-

cerning the functionality of the Human Talent Management

Model Based on Labor Competencies once applied in the

company.

To this end, Dulcería los Almendros identied the main

threats and weaknesses, how to correct them, and the oppor-

tunities and strengths that can be exploited.

A SWOT analysis of Dulcería Los Almendros provides a

comprehensive overview of the internal and external factors

that inuence the company’s performance in the competi-

tive confectionery market. By identifying its strengths, such

as a strong brand reputation and loyal customer base, and

recognizing weaknesses like limited distribution channels,

the analysis oers valuable insights into the company’s cur-

rent position. At the same time, it explores opportunities for

growth, such as expanding to new markets or introducing

innovative products, and threats including rising ingredient

costs and increasing competition. This strategic tool is essen-

tial for guiding Dulcería Los Almendros in making informed

decisions to sustain and enhance its market presence.

Strengths

• It began as a family business that has remained in the

market for over 40 years.

• It is positioned in the market.

• It has a broad client portfolio.

• The premises of this sweet shop are its own.

• It is located in a protable commercial area for the

sale of its products.

Weaknesses

• They do not have a department that manages human

talent.

• They do not have a technical manual that certies the

appropriate process to which collaborating employees

are subject.

• The personnel selection method used at the candy

store is inferior.

• The company may be sanctioned under regulations

and articles issued by the Ministry of Labor for failing

to comply with a technical standard.

• Due to the number of employees, the IESS has re-

quested a manual that complies with a Human Talent

Management Model based on Labor Competencies.

Opportunities.

• Free training provided by the Municipal Government

of the Rocafuerte Canton.

• The use of updated technology for sales control.

• Gastronomic festivals organized by the Rocafuerte

Canton Regional Government (GAD) under the direc-

tion of the Department of Gastronomy and Tourism,

which promotes the economy by inviting various lo-

cal candy stores to participate in these events.

• Advice the IRS provides on technical standards and

compliance with tax provisions.

• The sta working at this candy store, originally from

the Rocafuerte canton, have prior candy-making ex-

perience.

J. Manage. Hum. Resour. (July - December 2024) 2(2): 16-2319

Threats

• Strong competition from other candy stores near your

location.

• The high cost of operating permits issued by the Mu-

nicipality, Fire Departments, Health Department, and

ARSA.

• Social unrest events that prevent the purchase of raw

materials for producing products prepared by this

confectionery.

• Lack of trained and experienced human resources in

specic candy production and manufacturing areas.

• The current social and economic crisis that the coun-

try is going through.

Considering the score obtained from the SWOT Matrix,

Table 1. Quantitative SWOT Analysis: averaged evaluation of strengths and weaknesses against opportunities and threats

Opportunities

Average

Threats

Average

O1 O2 O3 O4 O5 A1 A2 A3 A4 A5

Strength

3 2 5 4 5 3.8 4 3 2 5 4 3.6

1 3 5 3 2 2.8 5 4 2 3 3 3.4

1 3 5 3 2 2.8 5 4 2 1 2 2.8

2 2 4 5 3 3.2 4 3 2 1 1 2.2

3 1 4 2 3 2.6 5 3 2 1 2 2.6

Average

2 2.2 4.6 3.4 3 15.2 4.6 3.4 2 2.2 2.4 14.6

Weaknesses

3 3 2 3 1 2.4 4 2 1 5 2 2.8

4 2 3 2 2 2.6 4 3 2 5 3 3.4

2 3 2 1 3 2.2 5 2 1 4 2 2.8

3 3 3 2 3 2.8 4 5 2 2 3 3.2

2 2 3 1 2 2 4 2 3 5 2 3.2

Average

2.8 2.6 2.6 1.8 2.2 12 4.2 2.8 1.8 4.2 2.4 15.4

Dulcería los Almendros in the city of Rocafuerte has a high

score in the DA section for FO consideration; in the FA sec-

tion, a higher score is reected in DO consideration.

Despite the opportunities the company considers, these

can be exploited to its strengths, but not in their entirety, and

therefore do not oset its weaknesses.

Strategies are considered to counteract the eects of the

weak parts of the company and its threats.

Strengths to maximize:

It has a broad client portfolio.

It is located in a protable commercial area for the sale of

its products.

It should be noted that the strengths considered in the Can-

dy Store do not compete with what is truly expected of the

organization, which is why one of the best strengths they can

acquire is the following:

Developing a Human Talent Model manual based on

Workplace Competencies will be a great security tool to re-

inforce your strengths and enable you to defend yourself and

confront threats, giving you a better chance of taking advan-

tage of your opportunities and eliminating your weaknesses.

Weaknesses to minimize:

They do not have a department that manages human talent.

They do not have a technical manual that certies the ap-

propriate process to which collaborating employees are sub-

ject.

The personnel selection method used at the candy store is

inferior.

Threats to mitigate:

Social unrest events that prevent the purchase of raw ma-

terials for the production of products prepared by this con-

fectionery.

Lack of trained and experienced human resources in spe-

cic candy production and manufacturing areas.

Below is the competency-based model adapted to Dulcería

Los Almendros, a research company. It includes nine import-

ant segments for the better and optimal development of Hu-

man Talent Management.

The proposed Model is generally supported by three sourc-

es: the Latin American Competence Network, the ILO Inter-

national Training Centre in Italy, and nally, International

Standardization for Organizations ISO 9001-2015 (Magaña,

2020).

The employer, or a team hired to select personnel, must

analyze applicants and determine whether the person to be

hired knows how to perform the duties, tasks, and activities

involved in the position. To do so, four phases must be dis-

tinguished:

In the rst phase, the responsibilities of the area manager

and the new sta will be stipulated, specifying their purposes

and conditions.

J. Manage. Hum. Resour. (July - December 2024) 2(2): 16-23 20

Figure 1. Talent management by competencies.

In the second phase, the employer must be transparent

about the methods and types of data they will need, what

sources of information they will have at their disposal, and

what procedure they will use to obtain information from the

applicant. For example, the most commonly used procedure

is the job interview.

In the third phase, you must analyze the data obtained from

your applicants and use customized techniques to ensure the

accuracy of the information. One technique is to obtain good

references from a former boss.

In the fourth and nal phase, the analyst or employer eval-

uates the information obtained from the applicants and the

positions analyzed.

Attraction, selection, and incorporation

At this point, you can nd three types of talent attraction

media:

• The Internal Market: This shows the level and other

indicators that collaborating employees can achieve

from the company’s human resources department.

The person can be selected by competition or merit.

• The Informal Method: This form of attraction is by

anity. It can be known personnel, referrals, friends,

family, or consultants.

• The Formal Method: This is the most serious and ju-

dicious method for selecting candidates. Performance

evaluations, psychological tests, medical examina-

tions, and references from former employers are con-

sidered. Recruitment through job fairs or direct appli-

cations is also considered.

Sta selection occurs after reviewing and analyzing re-

cruitment methods, considering candidates who demonstrate

a high level of competency and are best suited for the posi-

tion.

Once the selection structure has been completed, the nal

process launches the classied prole(s), proceeding to a -

nal action but to a new beginning: the incorporation.

Performance evaluation

Performance evaluations help employees and employers

identify areas for improvement. This should occur when the

company has changed its processes or updated work compo-

nents, including machinery, tools, or the ability to monitor

sta and keep everyone on the same page. This will increase

the condence level in continuing to meet the objectives and

goals set by the company at the beginning of the year.

In the case of Dulcería Los Almendros, each department

manager evaluates their employees daily through direct ob-

servation: their eciency in performing an activity, the re-

sults of each product they produce, how they fulll their pro-

posed tasks, how they treat their customers, how they handle

their mistakes, and if employees make any mistakes, they are

corrected and taught immediately. This method of evaluation

can continue to be used, but below is a performance evalu-

ation form that will help the supervisor or department man-

ager dene, through indicators: talent detection, which job

competencies the person being evaluated possesses, identi-

fying what needs improvement, and is primarily aimed at

those applicants who were hired by the company and are still

on probation. This form must also be used at the end of each

year and is aimed at all collaborative sta in the company to

maintain personnel management.

Training

The entire workforce at Dulcería Los Almendros com-

prises women (except the Dairy Manager) and ranges in age

from 19 to 63. Since its inception, this company has wel-

comed employees: those without a degree, graduates, those

with experience, and those without, but they have all demon-

strated a desire to be part of this organization and help it

thrive.

For this reason, within the Management Model being de-

veloped for the Confectionery, the company’s Manager, Ms.

Hondina Delgado, is asked to create a Compendium of the

activities, responsibilities, and tasks each area manager must

perform.

Likewise, each Area Manager is asked to structure a sum-

mary of activities and responsibilities according to their job

position, including: primary assistants, secondary assistants,

assistant 1, assistant 2, assistant 3, and assistant 4.

You can prepare the compendiums with the help of Busi-

ness Administration students applying for Pre-Professional

Internships or internships.

J. Manage. Hum. Resour. (July - December 2024) 2(2): 16-2321

Development, career, and succession plans

Dulcería Los Almendros is a family business. The CEO’s

succession plan will be established through a document

protected by law and rights that formalizes actions after the

company’s patriarch retires. This way, Ms. Hondina Delga-

do’s decisions will be respected.

To comply with the succession plan, the following process

must be followed:

• Succession planning: At this point, you should be

clear about the potential candidates for the new po-

sition; it would be helpful to consider sta proposals.

• Preparing the successor: Once you have decided who

your new successor will be, the next step is to prepare

them with all the necessary preparation and knowl-

edge and get them up to speed on the pending activi-

ties of the person they are replacing.

• Handover: At this point, everything should be ready

for the new successor to join. The new person usu-

ally begins to implement large or small changes. At

the beginning of their term, there will be uncertainty

and resistance to the orders and strategies they wish

to dictate.

• Withdrawal: This is the nal step in this process. As

stated, it is the transferor’s retirement and dismissal,

handing over his or her position, responsibilities, and

the company’s leadership, if applicable, to a manager,

to another equally qualied or better-qualied person.

From then on, the delegate will manage the process.

Recognition and remuneration

The director of customer service, Ms. Fernanda Romero,

told us, “Well, there are awards from all sides: nancial, psy-

chological, and spiritual. In any case, the collaborators are

rewarded, because thank God we have a good group, and

they do receive rewards.”

A more formal structure should be in place for rewards,

recognition, and compensation. Managers should know

when a reward is warranted and, in a certain way, when a

punishment is necessary. In addition to the types of rewards

mentioned above, I will include the following, referring to

the recognitions that Dulcería Los Almendros can begin to

implement:

• A framed photo of the employee of the month: This

is the monthly selection of the employee who stands

out the most each month. This can be selected by vote

or for a productive action that stands out. It is usually

placed strategically where people, especially custom-

ers, can see it.

• Physical badge or symbol: This is a distinctive mark

given to an employee recognizing the merits they

have achieved in their job. It is usually small and is

placed on the work uniform at chest level or on the

side of the arms.

Culture and work happiness

The Dulcería los Almendros company already has a cul-

ture based on a positive atmosphere and workplace happi-

ness. The simple reason is that they consider themselves a

big family, made up of people working toward a common

goal, receiving the aection and recognition of every orga-

nization member. Mrs. Hondina Delgado, as the highest au-

thority in the company, is attentive to each of her employees

and, just as she demonstrates trust and loyalty, she also re-

ceives it. If there is a problem with any of her sta, she seeks

the best way to resolve it.

At this point, the company’s managers or the person in

charge of a particular area are asked to nd a way to es-

tablish a good relationship with the sta, regardless of their

lower rank, and not allow dierences within the company.

Everyone should be treated equally, regardless of their rank,

the activity they work in, their age, or the number of years

of experience they have within the company. Everyone de-

serves to be happy at work.

Corporate Social Responsibility (CSR)

To begin CSR practices, you should look for a problem or

social conict that has not yet been resolved or is in process,

and any initiative that promotes improvement and change

in the Rocafuerte canton. In this way, and depending on the

resources that Dulcería los Almendros wishes to provide, it

will be able to collaborate with the well-being of the Roca-

fuerte citizens.

CSR generates a positive correlation between fostering

the development of the social environment and growth as a

benet to the company. It is not an obligation of the organi-

zation. However, it does have a responsibility to the common

good of helping the city from which it sources, produces, and

markets its products.

Knowing that Dulcería los Almendros cares not only about

its employees but also about the well-being of the citizens of

Rocafuerte Canton generates a favorable opinion among its

customers. They understand that buying their products will

not only benet the company, but also that they are contrib-

uting to a social initiative. Therefore, customers increase,

prots increase, and they gain more publicity, improving the

organization’s image and reputation.

J. Manage. Hum. Resour. (July - December 2024) 2(2): 16-23 22

Occupational safety and hygiene

Regarding security, it is essential to identify areas within

the workplace where accidents are most likely to occur and

determine which locations pose the highest risk to employ-

ees. All personnel must be aliated with a recognized social

security institution to ensure access to medical care in case of

injury. Additionally, it is crucial to establish clear guidelines

for the proper use of equipment and tools by authorized per-

sonnel. Regular maintenance and upgrades of facilities and

machinery should be carried out to ensure a safe working

environment. Finally, fostering a strong occupational health

and safety culture is vital to protect employees’ well-being,

uphold cleanliness standards, and minimize the company’s

environmental impact through responsible waste manage-

ment.

Conclusions

“Dulcería Los Almendros” lacked a Human Resources de-

partment to manage its workforce, prompting the creation

of a Competency-Based Human Talent Management Manual

tailored to the company’s needs. This manual serves as a

technical tool to enhance the management of human talent

through the development and application of labor competen-

cies. It supports key HR processes, including job analysis

and design, recruitment, performance evaluation, training,

career development, compensation, workplace culture, so-

cial responsibility, and occupational health and safety. To su-

pport this model, the company’s organizational structure was

formally established for the rst time, dening roles, respon-

sibilities, and stang needs. Additionally, a Performance

Evaluation Form was developed to help supervisors assess

employee competencies and identify areas for improvement,

especially for new hires during probation and annual evalua-

tions across all sta.

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Conicts of interest

The authors declare that they have no conicts of interest.

Author contributions

Conceptualization: Murillo, R. A., Zambrano, K. J., Ca-

rreño, G. A., & Franco, L. K. Data curation: Murillo, R.

A., Zambrano, K. J., Carreño, G. A., & Franco, L. K. For-

mal analysis: Murillo, R. A., Zambrano, K. J., Carreño, G.

A., & Franco, L. K. Research: Murillo, R. A., Zambrano,

K. J., Carreño, G. A., & Franco, L. K. Methodology: Muri-

llo, R. A., Zambrano, K. J., Carreño, G. A., & Franco, L. K.

Supervision: Murillo, R. A., Zambrano, K. J., Carreño, G.

A., & Franco, L. K. Validation: Murillo, R. A., Zambrano,

K. J., Carreño, G. A., & Franco, L. K. Visualization: Mu-

rillo, R. A., Zambrano, K. J., Carreño, G. A., & Franco, L.

K. Writing the original draft: Murillo, R. A., Zambrano,

K. J., Carreño, G. A., & Franco, L. K. Writing, review and

editing: Murillo, R. A., Zambrano, K. J., Carreño, G. A., &

Franco, L. K.

Data availability statement

The datasets used and/or analyzed during the current study

are available from the corresponding author on reasonable

request.

Statement on the use of AI

The authors acknowledge the use of generative AI and

AI-assisted technologies to improve the readability and cla-

rity of the article.

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