Gestión del talento humano: clave para potenciar la productividad laboral J. Manage. Hum. Resour. (January - June 2024) 2(1): 34-45 https://doi.org/10.5281/zenodo.15113230 ISSN: XXXX-XXXX REVIEW ARTICLE Human talent management: the key to boosting workplace productivity  Teresa M. Roldán troldan6645@utm.edu.ec Universidad Técnica de Manabí, Ecuador. Received: 14 October 2023 / Accepted: 19 December 2023 / Published online: 22 January 2024 © The Author(s) 2024 Teresa M. Roldán · Arlene J. Pilozo · Blanca V. Zirufo Abstract This review article examines the relationship be- tween human talent management and labor productivity, em- phasizing its strategic impact on organizational performance. Using a narrative and analytical approach, it explores recent literature linking HR practices, such as recruitment, training, performance evaluation, and employee motivation, to effi- ciency, satisfaction, and retention improvements. Case stud- ies from both public and private sectors reveal how effective talent management directly influences service quality, inno- vation, and business competitiveness. The article presents key models by Cuesta, Morales Cartaya, Werther and Davis, and Harper and Lynch, highlighting their perspectives on talent development. It also organizes and analyzes critical indicators in five areas: hiring, compensation, employabili- ty, training, and occupational safety. The findings show that strategic human talent management is essential for increas- ing productivity across various organizational contexts. The review identifies research gaps and suggests future lines of inquiry to reinforce the connection between human develop- ment and organizational success. Keywords human talent management, labor productivity, organizational performance, management models, HR indi- cators. Resumen Este artículo de revisión analiza la relación en- tre la gestión del talento humano y la productividad laboral, considerando su impacto estratégico en el desempeño orga- nizacional. A través de un enfoque narrativo y analítico, se examina literatura reciente que vincula prácticas de gestión como selección, capacitación, evaluación y motivación del personal con mejoras en la eficiencia, satisfacción y reten- ción laboral. Se revisaron estudios de casos en sectores pú- blicos y privados que evidencian cómo una administración adecuada del capital humano influye directamente en la ca- lidad del servicio, la innovación y la competitividad empre- sarial. Además, se presentan modelos relevantes como los de Cuesta, Morales Cartaya, Werther y Davis, y Harper y Lynch, destacando sus enfoques sobre el desarrollo del ta- lento. El artículo también clasifica e interpreta indicadores clave en cinco áreas: contratación, compensación, emplea- bilidad, formación y seguridad laboral. Se concluye que una gestión estratégica del talento humano es fundamental para impulsar la productividad en contextos organizacionales di- versos. Finalmente, se identifican brechas en la literatura y se proponen líneas de investigación futura que contribuyan a fortalecer la vinculación entre el desarrollo humano y el éxito empresarial.. Palabras clave gestión del talento humano, productividad laboral, desempeño organizacional, modelos de gestión, in- dicadores de recursos humanos. How to cite Roldán, T. M., Pilozo, A. J., & Zirufo, B. V. (2024). Human talent management: the key to boosting workplace productivity. Journal of Management and Human Resources, 2(1), 34-45. https://doi.org/10.5281/zenodo.15113230

J. Manage. Hum. Resour. (January - June 2024) 2(1): 34-45 35 Introduction Human talent management is an essential component of today’s organizations, as it directly influences employee pro- ductivity, business competitiveness, and sustainability. In a dynamic and globalized environment, it is crucial to imple- ment effective strategies to attract, develop, retain, and moti- vate staff, thereby optimizing both individual and organiza- tional performance. Various studies have shown that proper human talent management improves key factors such as job satisfaction, operational efficiency, and employee retention, strengthening business success (Chiavenato, 2009). According to Vera (2021), in his study entitled “Human talent management and customer service”, the influence of human talent management on the quality of service provided by the seven de Noviembre Interprovincial Transport Coo- perative in the Paján canton is analyzed. The main objecti- ve of the research was to determine to what extent human talent management impacts customer service and how this relationship influences the profitability and sustainability of the cooperative. The study highlights that efficient human talent manage- ment improves service quality and acts as a strategic driver for attracting new users and optimizing the use of human resources. To this end, a mixed-methods approach was adop- ted, combining qualitative and quantitative methods in a descriptive and correlational design. A structured survey was administered to a sample of 244 users in the Paján canton, allowing key data to be collected on service perceptions and their relationship with human talent management. The results indicated that the cooperative maintains an adequate and satisfactory level of customer service, which contributes to maintaining its quality standards and achie- ving organizational objectives. However, the study suggests that improved staff training and motivational strategies could further enhance the user experience and strengthen the com- pany’s competitiveness in the interprovincial transportation sector. For Quiroz (2019), who prepared a study called “Human talent management and its relationship with organizational performance in the collaborators of the Regional Directora- te of Transport and Communications of Tacna”, talks about the challenge that companies currently face to be more effi- cient and effective, whose general objective is to determine if there is a relationship between human talent management and the importance it has to optimize organizational perfor- mance, The research used the descriptive correlational me- thod with a non-experimental design. The study applied a structured survey with a sample of 152 employees, whose results showed that the company develops good human ta- lent management and that good organizational development of collaborators in the institution is appreciated. Finally, it was concluded that there is a significant relationship of 95% between human talent management and organizational per- formance. According to Tamay (2021), in the preparation of his final postgraduate project entitled “Human talent management and its impact on the labor productivity of the Regional Go- vernment of La Libertad, 2020”, whose main objective is to determine whether human talent management impacts the labor productivity of the Regional Government of La Liber- tad, applying a type of non-experimental casual correlational research, which is based on descriptive statistics that allows us to consider that human talent management is regular and labor productivity is average. Studying the relationship between human talent manage- ment and labor productivity is crucial for companies seeking to optimize their resources and improve organizational per- formance. Despite the extensive literature available, gaps in our comprehensive understanding of the factors that influen- ce this relationship persist, especially in specific sectors such as transportation and services. This review seeks to consoli- date knowledge about the most effective human talent mana- gement strategies and their impact on productivity. It offers a critical analysis that serves as a basis for future research and applications in the organizational field. This review article analyzes the existing literature on hu- man talent management and its impact on labor productivity, assessing the main theories, models, and strategies applied in this field. It also aims to identify current trends and their rela- tionship with organizational performance to determine gaps and opportunities for future research in this field. This study adopts a narrative review approach, with a des- criptive and analytical design, to synthesize existing infor- mation on human talent management and its impact on labor productivity. Narrative reviews allow for critically exami- ning the available literature, identifying trends, commonali- ties, and divergences from previous research. Unlike syste- matic reviews or meta-analyses, this type of study does not follow a rigid source selection protocol. Instead, it analyzes relevant information to understand the phenomenon and pro- vide a comprehensive view of the topic. To gather information, various academic databases and open-access repositories, such as Scopus, Google Scholar, Redalyc, and SciELO, were consulted, prioritizing articles published in the last five years. Keywords such as “human

J. Manage. Hum. Resour. (January - June 2024) 2(1): 34-45 36 talent management”, “work productivity”, “organizatio- nal performance”, “work efficiency”, and “human resource strategies” were used, using Boolean operators to refine the search. Inclusion criteria included content relevance, me- thodological rigor of the studies, and their applicability to different business sectors. Sources lacking empirical support or whose information was not relevant to the study were ex- cluded. The literature review was conducted through a thematic classification of the studies found, organizing them into ca- tegories such as human talent management strategies, labor productivity models, the impact of training and development on organizational performance, and trends in talent reten- tion. A critical evaluation of the findings was then conduc- ted, highlighting the main similarities among the studies and identifying gaps in the literature. This process allowed for a well-founded and contextualized discussion, facilitating the formulation of recommendations for future research and im- plementing strategies within the organizational sphere. Development of the theoretical framework Human resource management encompasses the processes of selecting people to lead and manage these organizations, which promote local development. People with specialized skills, competencies, and attitudes are necessary at the stra- tegic and operational levels for sound decision-making and for executing assigned tasks (Jara et al., 2018, cited by Anas- tacio et al., 2020, p. 437). Human resource management (HRM) is an interdiscipli- nary area: it includes concepts of industrial and organizatio- nal psychology, organizational sociology, industrial enginee- ring, labor law, safety engineering, occupational medicine, systems engineering, computer science, etc. The issues that are usually dealt with in the area of HRM are related to an enormous multiplicity of fields of knowledge: we talk about the application and interpretation of psychological tests and interviews, technology of individual learning and organiza- tional changes, nutrition and food, medicine and nursing, social service, life and career plans, work design, organiza- tional structure and culture, job satisfaction, absenteeism, salaries and social expenses, market, leisure, fires and acci- dents, discipline and attitudes, interpretation of labor laws, efficiency and effectiveness, statistics and records, transpor- tation for staff, responsibility at the supervisory level, audi- ting and countless other diverse issues (Chiavenato, 2009). Therefore, talent management is behind every decision made within the company regarding personnel and all their activities, from designing a campaign for a product or ser- vice to producing and distributing it, monitoring its quality, and allocating resources to each of the company’s processes (Zayas, 1996). Basic definition of human talent management Table 1 presents a synthesis of key conceptual definitions related to Human Resource Management (HRM) and Talent Management (TM) proposed by various authors. These defi- nitions provide a theoretical foundation for understanding the strategic importance of managing human capital within organizations. The reviewed literature highlights the evo- lution of HRM from an operational function to a strategic driver focused on developing core competencies, enhancing employee motivation, and generating competitive advan- tages. Additionally, the concepts underscore the integration of processes aimed at attracting, developing, and retaining talent, as well as fostering a positive organizational environ- ment aligned with business objectives. Human talent management is a key area of organizational management, focused on attracting, developing, retaining, and motivating staff to improve their performance and pro- ductivity. Over the years, various authors have defined this concept from different perspectives: • Chiavenato (2009) highlights that human talent man- agement has evolved towards a more strategic ap- proach, focusing on creating and applying organiza- tional knowledge to generate competitive advantages. • Barceló (2019) defines talent management as a set of integrated human resources processes designed to at- tract and retain talent, thus solving problems of turn- over and shortage of qualified personnel. • Pizarro et al. (2019) emphasize that human talent management involves workers’ incorporation, devel- opment, and retention, which is closely linked to work motivation. • Chávez (2018) argues that talent management is based on the strategic direction of human capital and compe- tency management, using methodologies that promote professional development inside and outside work. • Flores et al. (2018) emphasize that human talent man- agement should focus on generating competitive ad- vantages through the organization and optimization of internal processes. • López et al. (2017) propose that human talent man- agement is an administrative unit that organizes and executes activities to satisfy personnel needs and im- prove the organizational structure. In general, all authors agree that proper human talent man- agement optimizes employee performance and strengthens companies’ competitiveness by ensuring the alignment of

J. Manage. Hum. Resour. (January - June 2024) 2(1): 34-45 37 Table 1. Concepts of human talent management Author Concept Chiavenato (2009) Human resource management (HRM) is a relatively new field of study that has undergone and is undergoing profound changes and transformations. Its role is expanding and becoming more strategic and less operational. Its objectives are increasingly focused on the organization's business and introducing competitive advantages through creating, developing, disseminating, and applying corporate knowledge in the form of skills essential to business success. Increasingly, HRM addresses intangible assets that not only enhance human capital but also directly result in the consolidation and growth of the intellectual capital acquired by the organization. Barcelo (2019) Talent management (TMM) is a set of integrated human resources processes designed to attract, develop, motivate, and retain an organization's employees, primarily to address employee retention issues. Pizarro et al. (2019) Human talent management is a process that recruits, develops, and retains employees. In contrast, employee motivation refers to the force that drives and empowers employees to begin, maintain, and improve their assigned roles. Chávez (2018) Human talent management is based on the strategic management of human capital, competency management, and a human resource management methodology to approach the concept of talent. It consists of methods for developing competencies within the workplace, methods for developing competencies outside the workplace, and techniques for developing competencies. Flores et al. (2018) The role of the human talent department within companies is to organize and contribute to creating competitive advantages that allow them to differentiate themselves from the competition. To do this, they must clearly define processes, organize actions and activities to interact responsibly in a technological world, employ the necessary resources for their implementation, and achieve a positive work environment, safeguarding well-being and enhancing good labor relations under the country's statutory standards. López et al. (2017) Human talent management is the administrative unit responsible for staff interaction within and outside the organization. Activities are organized and executed to meet the requirements established within the management and structuring of the area's processes, from the initial to the macro level. Pérez (2016) Talent management, or human capital management, is an integrated set of organizational processes designed to attract, manage, develop, motivate, and retain employees. In other words, this practice is based on achieving better business results with each employee's collaboration. The strategy is executed by striking a balance between the professional development of employees, the human focus, and the achievement of organizational goals. organizational objectives with employee development. Human talent management is the strategic process by which an organization plans, selects, develops, and retains its human capital to maximize productivity and ensure sus- tainability. This approach integrates recruitment, training, performance evaluation, and employee well-being practic- es to align individual employee growth with organization- al goals. Effective human talent management improves the work environment and employee satisfaction, and boosts op- erational efficiency and business competitiveness. Objectives and functions of the human talent manage- ment area The human resource management (HRM) area consists of planning, organizing, developing, coordinating, and con- trolling techniques capable of promoting efficient staff per- formance. At the same time, the organization constitutes the means that allows the people who collaborate within it to achieve their objectives, directly or indirectly related to work (Chiavenato, 2009). The functions of human talent management are as follows (Aular, 2021, p. 7): • Human talent planning; • Recruitment and selection; • Training and development; • Assessment; • Proper allocation of people to jobs; • Feedback; • Compensation and labor legality;

J. Manage. Hum. Resour. (January - June 2024) 2(1): 34-45 38 • Staff relations with the organization; • Guide change processes; • Activity assignments; • Manage disciplinary actions Indicators for human talent management Human talent management indicators are fundamental tools for evaluating the performance of an organization’s internal processes. They enable organizations to measure, diagnose, and improve efficiency in human capital manage- ment. Through these indicators, companies can make in- formed decisions that contribute to achieving their strategic objectives, optimizing resources, and strengthening employ- ee productivity. In human talent management, the most relevant indica- tors are grouped into five main categories, regardless of the company’s size or the economic sector in which it operates. These indicators allow for monitoring the efficiency of hir- ing, compensation, employability, training, and job security processes, ensuring a comprehensive approach to personnel management. 1. Hiring indicators Talent recruitment is a key process within any organiza- tion, as it defines the quality of the personnel who will join the company. The following indicators are used to measure its effectiveness: • Average time to hire: This allows you to assess how quickly the human resources department recruits tal- ent to fill vacancies, which is crucial to avoid disrupt- ing the company’s operations. A long time to hire can indicate problems in the selection process or a talent shortage in the market. • Cost per hire: Measures the expense of hiring a new employee, including advertising, selection tests, inter- views, and initial training. • Job Fit Index: Evaluates the degree of fit between the selected candidate’s profile and the job requirements, determining the effectiveness of the selection process. 2. Compensation Indicators Compensation and incentives have a direct impact on em- ployee satisfaction and retention. The following indicators are used to measure their effectiveness: • Overtime Surcharges: Represents the percentage of overtime hours spent on base pay. Analyzing these surcharges helps determine whether the use of over- time hours is essential or reflects deficiencies in oper- ational planning. • Pay equity: Measures the difference in salaries be- tween employees with similar roles, ensuring fairness in compensation and avoiding pay gaps that could af- fect staff motivation. • Compensation Satisfaction Index: This index evalu- ates employees’ level of satisfaction with their salary and benefits, which influences their performance and loyalty to the company. 3. Employability indicators Talent stability and retention are essential for reducing op- erating costs and improving knowledge continuity within the organization. Key indicators in this category include: • Employee turnover: Measures the number of employ- ees who leave the company in a given period. High turnover can indicate organizational culture problems, talent management deficiencies, or dissatisfaction with working conditions. • Average tenure: Analyzes the average time an em- ployee remains with the organization, allowing for the evaluation of the success of retention and employee well-being strategies. • Voluntary termination rate: Indicates the number of employees who leave the company voluntarily. Ana- lyzing the reasons behind these resignations is crucial to identifying opportunities for improving organiza- tional culture. • Absenteeism rate: This assesses the frequency of em- ployees missing work without a valid justification. This may be related to health problems, lack of moti- vation, or job dissatisfaction. 4. Training and development indicators Human talent development is key to innovation and contin- uous improvement. Training indicators measure the impact of training programs on employees’ professional growth. • Training program attendance: Measures the percent- age of employees who participate in training sessions organized by the company. • Internal promotion rate: Reflects the percentage of promotions within the organization, indicating the success of training in developing internal talent. • Satisfaction with training programs: Evaluates em- ployees’ perceptions of the quality and usefulness of the training received. • Return on investment in training (ROI): This measure determines the financial impact of training on worker productivity and efficiency. 5. Occupational health and safety indicators Ensuring employee safety and well-being is a fundamental pillar of human talent management. To achieve this, the fol- lowing indicators are used: • Medical disability absenteeism rate: Measures the

J. Manage. Hum. Resour. (January - June 2024) 2(1): 34-45 39 number of days missed due to work-related illness or accident. A high absenteeism rate may indicate prob- lems with working conditions or a lack of preventive measures. • Accident rate: Represents the number of workplace accidents in a given period. Its analysis helps identify risks and improve prevention policies. • Severity index: This index evaluates the number of work days lost due to occupational accidents or ill- nesses. A high index may indicate deficiencies in workplace safety management. • Safety compliance level: Measures the company’s compliance with legal regulations regarding occupa- tional health and safety. Using metrics in human talent management allows compa- nies to measure the performance of their recruitment, com- pensation, retention, training, and job security strategies. By monitoring these metrics, organizations can identify areas for improvement, optimize productivity, and strengthen their competitiveness in the marketplace. Implementing an effec- tive measurement system contributes to staff development and directly impacts the company’s sustainability and suc- cess. Human talent management models In a highly competitive and constantly evolving business environment, human talent management has evolved from a purely administrative function to a fundamental strategic pillar of organizational sustainability. A company’s ability to attract, develop, retain, and enhance its human capital is crucial to its long-term performance and success. In this con- text, human talent management models have emerged as key tools for structuring and optimizing personnel management, aligning their skills and motivations with organizational ob- jectives. Over the years, various theories and approaches have shaped these models, adapting to changing market needs and modern work dynamics. From traditional approaches based on human resource management to the most innova- tive strategies that integrate technology, data analytics, and competency management, each model offers a unique insight into how to maximize the potential of talent within an orga- nization. Understanding these models is not only essential for human resource leaders and managers, but also for any professional seeking to optimize their performance and con- tribute to their company’s growth. Cuesta (2005) proposes a model that incorporates signifi- cant improvements by placing the individual at the center of its human resources subsystems and policies, considered as an end rather than a means. Education and development are essential references for the remaining subsystems and poli- cies, which will include all key processes and activities. The model by Cuesta (2005) represents an innovative approach to human talent management. It places people at the center of organizational processes, considering them not only as a productive resource but also as an end in them- selves. This model proposes a more humanistic and strategic vision, in which human talent management is directly linked to the development of people and the generation of sustain- able competitive advantages for the organization. Main features of the model by Cuesta (2005) 1. Focus on human capital: Unlike traditional models focused on resource manage- ment, Cuesta’s model emphasizes the importance of devel- oping employees’ competencies, skills, and knowledge, en- hancing their personal and professional growth. 2. Integrated human talent management subsystems: The model proposes comprehensive management of hu- man talent through interconnected subsystems, which in- clude: • Recruitment and selection with a focus on person-po- sition fit. • Training and development are key elements for orga- nizational learning. • Performance evaluation and feedback, promoting a system of continuous improvement. • Compensation and recognition systems are designed to motivate and retain talent. 3. Link with the organizational strategy: Cuesta’s model emphasizes that human talent manage- ment should not be an isolated area within the company but should be aligned with the organization’s vision, mission, and strategic objectives. 4. Importance of education and personal development: Unlike other models that focus only on immediate pro- ductivity, this model emphasizes education and continuous learning as fundamental pillars for the evolution of the orga- nization and its human capital. 5. Ethics and corporate social responsibility (CSR): The model incorporates principles of ethics and social responsibility, ensuring that human talent management con- tributes to the well-being of employees and the community. 6. Applicability and benefits This model has been applied in various organizations to improve employee productivity and job satisfaction. Its ho- listic approach allows companies to develop highly engaged human talent aligned with organizational values. The model by Cuesta (2005) offers an innovative perspec- tive on human talent management by integrating strategic,

J. Manage. Hum. Resour. (January - June 2024) 2(1): 34-45 40 educational, and ethical aspects. Its application allows orga- nizations to optimize work performance, strengthen their or- ganizational culture, and ensure sustained growth over time. The model by Morales (2009) is a comprehensive and stra- tegic human talent management approach developed through applied research in various Cuban organizations. This model seeks to optimize human capital management by implement- ing a comprehensive system continuously improving organi- zational performance. Morales (2009) argues that, to achieve effective talent management, it is essential to consider the organizational context and the external factors that influence employee behavior. This model emerged from a study conducted by the Min- istry of Labor and Social Security of the Republic of Cuba between 2003 and 2005 among more than 3,000 business entities. This study explained the need to implement a hu- man capital management system. Hernández then worked to implement the model under the name Cuban Model of Inte- grated Human Capital Management. Main Features of the model by Morales (2009) 1. Integrated human capital management approach: This model proposes that human talent management should be approached holistically, connecting all key human resources processes (recruitment, training, compensation, evaluation, etc.) within a coherent system that supports the organization’s strategic objectives. Human talent management must be aligned with the orga- nization’s vision, mission, and strategic objectives to ensure that all efforts are focused on improving organizational per- formance. 2. Systemic and competence vision: Morales (2009) argues that human talent management must be viewed from a systemic perspective, recognizing that human talent is a system within the organization that interacts with other subsystems. The model emphasizes the development of key compe- tencies for each position, creating competency profiles that allow organizations to identify and foster the skills needed in each employee for the company’s success. This model benefits organizations seeking a strategic, long-term approach to human talent management. Its appli- cation offers several key benefits that help companies im- prove operational efficiency and employee satisfaction. The model by Morales (2009) presents a comprehensive and strategic approach to human talent management based on aligning human resources processes with the organiza- tional strategy and developing key competencies. This mod- el improves the efficiency of internal processes and contrib- utes to creating a positive work environment and continuous innovation within the organization. Its implementation al- lows companies to strengthen their human capital and ensure outstanding organizational performance. Werther and Davis (2014) Human Resources Management Model is one of the most widely used references in human talent management. It offers a structured and systemic ap- proach to managing human capital within organizations. This model recognizes employees as a company’s most valu- able asset and proposes management based on interrelated subsystems, which must be coordinated to achieve efficient talent management. Each human capital activity constitutes a subsystem directly related to all other activities (Werther & Davis, 2014, p. 15). In practice, systems models help identify the basic vari- ables. After considering new information as input, specialists determine the desired output. Once the inputs and outputs are known, decision makers use their knowledge of human capital management to achieve the desired results most effi- ciently. They often obtain feedback to verify whether they are achieving success (Werther & Davis, 2014, p. 15). Beer and colleagues’ HRM model integrated all key HRM activities into four areas with the same names as those pol- icies. This model explains that employee influence (partici- pation, involvement) is central, affecting the remaining areas of HR policies: Work System, Human Resource Flow, and Reward Systems (Aduna et al., 2017). This model uses a strategic, participatory, and humanistic human resources vision. It proposes that human resources decisions should consider multiple contextual factors and focus on economic results and long-term consequences for individuals, the organization, and society. Model-based on the fact that the organization requires Human Resources in a certain quantity and quality, Human Resources Management allows for satisfying this demand by carrying out activities that begin with the personnel invento- ry and evaluating human potential (Aduna et al., 2017). The Harper and Lynch Model (1992) provides a solid and efficient framework for human talent management, with an approach based on planning, control, and operational effi- ciency. Its application allows organizations to manage their human capital in an orderly manner, ensuring that the most qualified person fills each position and that human talent pro- cesses are continuously evaluated. However, in today’s environment, where flexibility, inno- vation, and organizational culture play a fundamental role in attracting and retaining talent, this model can be comple- mented with more modern approaches, including competen- cy management, motivation, and digital transformation in human talent management. The study of models and their application in organizations

J. Manage. Hum. Resour. (January - June 2024) 2(1): 34-45 41 must be integrated into the strategic management of human resources, defined as those activities that affect the behav- ior of people when formulating and implementing compa- ny strategies or decisions regarding the orientation given to human resource management processes and that affect the behavior of individuals in the medium and long term, taking as a reference both internal and contextual factors of the or- ganization (López et al., 2022, p. 28). A paired comparison of the human talent management models analyzed: Cuesta (2005), Morales Cartaya (2009), Werther and Davis (2014), and Harper and Lynch (1992). The comparison focuses on five key criteria. Table 2 presents a comparative analysis of various theo- retical approaches to human talent management, based on paired comparisons between prominent authors in the field. The table highlights differences and similarities across five analytical dimensions: general approach, vision of human talent, level of integration, applicability, and strategic ori- entation. This comparison provides insight into how each model conceptualizes human talent—as a developmental ob- jective, strategic asset, or functional resource—and reveals the degree to which these models align with the evolving needs of modern organizations. The contrasts also empha- size the adaptability of each model to specific organizational contexts, such as public institutions, private enterprises, or transformation-driven environments. Human talent management is emerging as a key element in boosting productivity. It is about managing personnel and implementing policies and practices that align employee skills, commitment, and performance with company objec- tives. Processes such as effective selection, ongoing training, performance evaluation, fair compensation, and a healthy work environment are crucial for improving efficiency and quality of work. Recent studies support that organizations that invest in strategic talent management achieve higher productivity lev- els, lower employee turnover, greater innovation, and better adaptation to change. Thus, the relationship between human talent management and productivity is operational and struc- tural: people’s development directly translates into organiza- tional development. Understanding this connection is essen- tial for formulating sustainable strategies that generate value for the company and its employees. Basic definitions of labor productivity Table 3 presents various definitions of labor productivity as proposed by different authors. These conceptualizations consistently emphasize productivity as a measurable rela- tionship between the outcomes achieved and the resources utilized, highlighting its importance at both individual and organizational levels. The definitions reflect diverse perspec- tives, ranging from a focus on the efficiency and effective- ness in the use of resources (Chiavenato, 2017; Robbins & Judge, 2017) to approaches that consider human factors such as motivation, effort, and work methods (Gutiérrez, 2020). This range of definitions provides a comprehensive under- standing of labor productivity not only as an economic indi- cator but also as a reflection of overall performance within organizations. Measuring labor productivity Labor productivity results from various factors that impact an organization’s workers. Although productivity is mea- sured as the ratio of actual production to invested resources, it is important to remember that human resources are subject to psychological factors, not just technical or quantitative ones (Suárez et al., 2017, p. 63). Regarding factor productivity calculations, specifically la- bor productivity, estimates can most often be made for the national economy, and with some degree of detail for spe- cific productive activities such as manufacturing, trade, con- struction, and specific service sectors. Likewise, information exists on labor remuneration for these activities, so unit labor cost indices can also be generated. (INEGI, 2015). Labor productivity is the relationship between the output obtained or sold and the amount of labor incorporated into the production process in a given period. Labor productivity can be measured at the level of an establishment, a company, an industry, a sector, or a country (INEGI, 2015). There are two procedures for quantifying productivity: “Labor productivity can also be measured by the relation- ship between the quantity produced or sold and the number of workers employed (INEGI, 2015, pág. 1)”. This ratio allows us to evaluate an economic unit’s perfor- mance over time. If the ratio between the volume produced

J. Manage. Hum. Resour. (January - June 2024) 2(1): 34-45 42 Table 2. Comparative analysis of human talent management approaches across key authors Paired comparison General approach Vision of human talent Level of integration Applicability Strategic approach Cuesta vs. Morales Cartaya Both are strategic and integrative, but Cuesta emphasizes human development as an end. Cuesta sees it as the center and end of the model; Morales conceives it as strategic human capital. Both are integrative, although Morales is more structured and systemic. Morales is more formal for public institutions and flexible for private and social organizations. Both have a high strategic focus, but Cuesta emphasizes the human and educational aspects more. Cuesta vs. Werther and Davis Cuesta is more humanistic; Werther and Davis are more operational- systemic. Cuesta prioritizes personal development; Werther treats it as a functional organizational asset. Werther has more defined and operational subsystems. Werther is best suited to companies seeking efficiency; it is less suitable for those prioritizing organizational culture. Cuesta is strategic from the perspective of education and culture; Werther is strategic from the perspective of functional management. Cuesta vs. Harper and Lynch Cuesta is comprehensive and modern; Harper and Lynch are more traditional and sequential. Cuesta promotes talent as a value; Harper and Lynch are a resource to be managed. Cuesta has a greater interrelation of processes; Harper uses linear stages. Harper focuses on technical planning, and Cuesta focuses on strategic human development management. Cuesta has a clear strategic focus; Harper is more technical and less strategic. Morales Cartaya vs. Werther and Davis structured and systemic vision. Morales highlights talent as a driver of innovation; Werther manages it through operational efficiency. Both integrate processes, but Morales connects more with the external environment. Morales is better suited to changing environments; Werther is better suited to stable, hierarchical environments. Morales is more strategic in managing change; Werther is more operational. Morales Cartaya vs. Harper and Lynch Morales is modern and adaptive; Harper is traditional and focused on domestic demand. Morales promotes skills development; Harper seeks only to fill vacancies. Morales has integrated management; Harper has fragmented and sequential processes. Morales adapts to organizations that transform; Harper to those that maintain their structure. Morales has a strong strategic focus; Harper lacks deep strategic vision. Werther and Davis vs. Harper and Lynch Werther is systemic and current; Harper is descriptive and classic. Werther manages people as connected subsystems; Harper maps and manages them. Werther has connected subsystems; Harper relies on sequential processes. Werther is more versatile in different types of organizations; Harper is more useful for rigid structures. Werther has a partial strategic focus; Harper lacks alignment with organizational strategy.

J. Manage. Hum. Resour. (January - June 2024) 2(1): 34-45 43 Table 3. Concept of labor productivity Labor productivity Reference Concept Gutiérrez (2020) Productivity relates to the results obtained in a process or system, based on the resources employed. Therefore, it is generally measured by the quotient formed by the results achieved and the resources employed. Results can be measured in units produced, parts sold, or profits, while the resources employed can be quantified by the number of workers, total time employed, machine hours, etc. In other words, productivity results are measured by properly assessing the resources employed to produce or generate specific results. Alamar & Guijarro (2018) Productivity, understood as the relationship between a company's resources invested in its operations and the benefits it obtains from them, is a fundamental indicator of a company's state and the quality of its management. Robbins & Judge (2017) Productivity is the highest level of analysis in organizational behavior; it is the organization as a whole. A company is productive if it achieves its goals by transforming inputs into outputs at the lowest cost. Therefore, productivity requires both effectiveness and efficiency. Chiavenato (2017) Productivity is a performance measure that includes efficiency and effectiveness. Efficiency is the appropriate use of available resources; in other words, it emphasizes resources and processes. Effectiveness is fulfilling clearly defined goals and objectives; in this case, the most important factors are the ends and results. Mileman & Sibanda (2016) Productivity is the effective use of innovation and resources to increase the aggregate output of products and services. (or sold) and the amount of labor incorporated increases over time, the average product of labor has improved; if it decreases, then the average unit of labor is less productive (INEGI, 2015). To use this method, you must measure productivity to reveal how well an employee’s output contributes to the company’s goals and objectives. For this to work correctly, employees must first be given clear, individual productivity goals to work toward and all the tools and information they need to achieve those goals. Employees should meet with their supervisors regularly to discuss progress and resolve issues. Measuring productivity throughout the year helps employees stay focused on their goals. Another method for evaluating employee productivity is to request 360-degree feedback to gather feedback from coworkers and measure an individual’s productivity. This method can only be used if your organization’s employees interact a lot with each other. This measure requires that an employee’s productivity be evaluated by everyone with whom they work or interact daily, including those above and below their hierarchical level. The accuracy of this method relies on the fact that it evaluates a large number of peo- ple, all of whom are trained in objective feedback and all of whom influence productivity within the company. It can be challenging to measure sales and team produc- tivity accurately. Many factors affect a salesperson’s output. Start by recording the different aspects of productivity within a given period. Those numbers may include: • The total number of sales completed in that period. • The total amount of sales made. • The number of calls made to current customers. • The number of sales made to current customers. • The number of new customers gained • The number of calls made to new potential customers. • Expenses for the sale/acquisition of new customers Customer service productivity can be measured in many ways, including: • The time it takes for a customer to be served (such as call wait times or in-person wait times) • The time it takes to complete a customer’s order • Customer retention rates: the percentage of customers who return at least once • The time that these customers are retained • The frequency with which products are returned • How many customer complaints are received in a giv- en period The results analyzed in the review establish a clear and significant relationship between strategic human talent man- agement and increased employee productivity in different

J. Manage. Hum. Resour. (January - June 2024) 2(1): 34-45 44 organizations. Evidence from studies conducted in the pub- lic and private sectors shows that variables such as training, motivation, performance evaluation, and work environment directly impact employee efficiency and engagement levels. For example, Vera (2021) demonstrates that proper human talent management directly impacts the quality of customer service, which, in turn, impacts the profitability and sustain- ability of a transport cooperative. This coincides with Chiav- enato (2019), who argues that modern HRM should generate value through skills development and the consolidation of intellectual capital. Likewise, Quiroz (2019) establishes a significant correla- tion between talent management and organizational per- formance, supporting the postulates of Barceló (2019) and Pizarro et al. (2019), who propose that integrated processes of talent attraction, retention, and development reduce turn- over and increase operational efficiency. In the case of Tamay (2021), although regular talent man- agement and average productivity were identified in a public entity, this highlights the importance of strengthening train- ing and leadership strategies, which coincides with what Flores et al. (2018) proposes: that the human talent depart- ment must generate competitive advantages through the effi- cient organization of internal processes. The models analyzed (Cuesta, Morales Cartaya, Werther and Davis, Harper and Lynch) offer different approaches that are also reflected in the results. Cuesta (2005), with his hu- manistic and person-centered vision, agrees with the studies that emphasize the importance of individual development as a driver of productivity. Morales (2009) reinforces the need to integrate HR processes with institutional strategy, espe- cially in public contexts like Quiroz or Tamay. In contrast, models such as that of Harper and Lynch (1992), with a more technical and sequential approach, are limited in the face of current needs for flexibility and inno- vation, where approaches such as those of Werther and Davis (2014), more systemic and interrelated, offer a perspective more consistent with the findings of the article. In summary, empirical and theoretical evidence converge on the idea that proactive human talent management, aligned with organizational objectives and focused on human capi- tal development, is key to increasing employee productivity. The studies reviewed reaffirm that sustained performance, quality, or competitiveness improvements will be challeng- ing without a solid human talent strategy. Conclusions Human talent management is a determining factor in im- proving employee productivity, as it directly influences em- ployee performance, motivation, and retention within the organization. Effective talent management optimizes availa- ble human resources and increases employee engagement, translating into continuous performance improvement and a greater ability to respond to environmental challenges. Selection, training, evaluation, and compensation stra- tegies must align with organizational objectives to ensure effective human capital management and contribute to the company’s sustainable growth. When these processes are integrated into a strategic vision, they allow for the identifi- cation, development, and retention of key talent, generating value not only for the organization but also for the individual well-being of employees. The analyzed models, especially those of Cuesta and Mo- rales, offer integrative and strategic approaches that link employee personal development with operational efficiency and institutional competitiveness. Both models prioritize on- going training, active employee participation, and consisten- cy between human resources policies and the organization’s overall strategy, demonstrating that a systemic approach is key to achieving sustainable results. The literature lacks information on the practical applica- tion of talent management models in specific sectors, highli- ghting the need for further research that delves into their real impact on different organizational situations. Although the benefits of strategic talent management are recognized, em- pirical evidence is still lacking that shows how these models adapt and function in diverse contexts, especially in small organizations, the public sector, or developing economies. References Barceló, J. C. (2019, May 15). 10 key processes in talent management. IMF Business School. https://blogs. imf-formacion.com/blog/recursos-humanos/gestion- talento/10-procesos-clave-en-la-gestion-del-talento/ Chávez, R. M. (2018). Human talent management and job performance of administrative staff. Ayacucho Region- al Hospital, 2018 [Unpublished thesis]. César Vallejo University. Chiavenato, I. (2017). Comportamiento organizacional. La dinámica del éxito en las organizaciones (2nd ed.). Mc- Graw-Hill/Interamericana Editores. Chiavenato, I. (2009). Human talent management (3rd ed.). McGraw-Hill. Cuesta, A. (2005). Human resources management technolo- gy (2nd ed.). Academia. Flores, M., Velásquez, N., & Gómez, M. (2017). Incidence of human talent management on the job performance of workers at the Las Sabanas Municipality in the depart-

J. Manage. Hum. Resour. (January - June 2024) 2(1): 34-45 45 ment of Madriz in the first half of 2016 [Unpublished thesis]. National Autonomous University of Nicaragua. Harper, C., & Lynch, J. (1992). Human resources manuals. Gaceta de Negocios. Zayas, P. (1996). How to select company personnel? Edito- rial Academia. Conflicts of interest The authors declare that they have no conflicts of interest. Author contributions Conceptualization: Roldán, T. M., & Pilozo, A. J. Data curation: Roldán, T. M., Pilozo, A. J., and Zirufo, B. V. For- mal analysis: Roldán, T. M., Pilozo, A. J., and Zirufo, B. V. Research: Roldán, T. M., Pilozo, A. J., and Zirufo, B. V. Methodology: Pilozo, A. J., and Zirufo, B. V. Supervision: Roldán, T. M., and Zirufo, B. V. Validation: Pilozo, A. J., and Zirufo, B. V. Visualization: Roldán, T. M., and Pilozo, A. J. Writing the original draft: Roldán, T. M., Pilozo, A. J., and Zirufo, B. V. Writing, review and editing: Pilozo, A. J., and Zirufo, B. V. Data availability statement Not applicable. 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. Disclaimer/Editor’s note The statements, opinions, and data contained in all publi- cations are solely those of the individual authors and contri- butors and not of Journal of Management and Human Ro- sources. Journal of Management and Human Rosources and/or the editors disclaim any responsibility for any injury to people or property resulting from any ideas, methods, instructions, or products mentioned in the content.