Human Talent Management is also known as Human Capital Management, Human Resource Information System or Human Resources Management Systems or Human Resources modules. This approach to human resource management seeks not only to employ the most qualified and valuable personnel, but also to emphasize retention. As recruitment and selection is often costly for a company, it is important to place the individual in a position where his or her skills are optimally utilized.

Globalization, the permanent change of context and the valuation of knowledge, give human talent in these times a conception of "indispensable" to achieve the success of an organization. They have begun to consider human talent as their most important capital and their correct administration as one of their decisive tasks; people constitute the organization's main asset.

The term, “talent management” means different things to different organizations. For some it is managing high-value or “very capable” individuals, while for others, it is how talent is managed in general – that is, working under the assumption that everyone has some talent that needs to be identified and released. From a talent management perspective, performance appraisals deal with two important topics: performance and potential.[4]​ The employee's current performance for a specific job has always been the standard tool that measures an employee's productivity. However, talent management also seeks to focus on the employee's potential, which implies their future performance if appropriate skill development is encouraged.

The main aspects of talent management within an organization should always include:[4]​.

· Performance management.

· Leadership development.

· Human resources planning/identifying talent gaps.

· Recruitment.

· Strategies to motivate human talent.

This talent management term is generally associated with human resources practices based on competency management. Talent management decisions are often based on a system of key organizational competencies and job-related competencies. The competency system may include knowledge, skills, experience, and personal traits (demonstrated by defined behaviors). Older competency models also included qualities that rarely predict success (e.g., education, seniority, and diversity factors that are today considered discriminatory or unethical within organizations).

Importance of human talent management.

The importance of Human Talent Management (HTM) lies in its essential role in ensuring the success and sustainability of organizations. Below are some of the main aspects that underline its relevance:

1. Alignment with Strategic Objectives

GTH ensures that employees are aligned with the organization's vision and objectives. This allows staff to work in the same direction, contributing to the fulfillment of short and long-term goals.

2. Improved Productivity

Effective human talent management ensures that employees are well trained and motivated to do their jobs. This results in increased efficiency and productivity, which boosts the company's overall performance.

3. Talent Attraction and Retention

Companies that prioritize GTH are able to attract and retain the best talent. Offering a positive work environment, development opportunities, and a competitive compensation system helps reduce turnover and keep employees engaged.

4. Development of Employee Potential

Continuous training and professional development are essential to remain competitive in the market. The GTH allows you to identify key skills and areas of improvement, promoting both individual and collective growth.

5. Promotion of Innovation and Creativity

Management that promotes diversity and inclusion creates an environment where fresh ideas and different points of view are valued. This drives innovation and allows companies to better adapt to market changes.

6. Improvement of the Organizational Climate

Good management of human talent contributes to generating a positive and collaborative work environment, where employees feel valued and listened to. This reduces stress, improves well-being and increases job satisfaction.

7. Sustainability and Adaptability

Organizations with effective talent management are better equipped to deal with changes and challenges, such as market fluctuations or digital transformation. Employees who constantly develop are more adaptable, which reinforces the company's resilience.

A talent market is an employee training and development strategy that is established in an organization. It is most beneficial for companies where the most productive employee can choose the projects and assignments that are most ideal for the particular employee. An ideal site is one that matches the particular productivity of each individual (project management or outstanding knowledge in a particular field) with the task to be performed. Examples of companies that implement the talent marketplace strategy are American Express and IBM.[5]​.

In current economic conditions, many companies have felt the need to lower costs. This should be the ideal environment to run a talent management system as a means to optimize the performance of each employee and the organization. However, within many companies the concept of human capital management is only beginning to develop. “In reality, only 5% of companies say they have a talent management strategy and operational programs in place.

Talent Management is undoubtedly an attractive element of working for software solution developers. Among the solutions marketed today are Success Factors, Oracle, Meta4, Payroll, BNovus, Acsendo, Taleo, etc.

There are a series of elements about the talent category that should not be ignored if you want to manage it in organizations, among them are:

• What is called talent?

• What is its relationship with categories like. intelligence, creativity, knowledge, skills?

• Is talent born or created?

• What are the social conditions of talent?

• What is the relationship between talent and age?

• What implications does the area of ​​knowledge to which the subject dedicates themselves have for talent?

• How can people self-develop their talent?

Taking into account these elements and how this category has been studied, from the perspective of different sciences, is important because you cannot manage a phenomenon that is not mastered, that is not known what it is. The warning is important because, sometimes, talent management is confused with knowledge management, with skills management and with the management of human resources or human capital in general.

Today, organizations are still learning to relate to people in an increasingly human and participatory way. If people represent human capital, they are treated as associates of the organization and providers of knowledge, skills and competencies. In this case, human beings become active subjects of administration, since they provide the organization with inputs that make it function and direct it to success.

According to Werter, Davis and Guzmán (2014), modern corporate strategies must have an adequate balance of talent in human resources. To this end, it has been suggested to implement plans that allow the professional career of its elements to develop alongside the same organization.

The professional career is made up of the tasks and positions that the individual performs in his or her professional life. Professional career planning is then related to professional objectives, and this is where we find the work of the organization or the human capital department to guide its employees on how and when to achieve them.

The human capital department must support the development of this career, but the effort and decision to achieve success must be left to the person.

In addition to guiding staff, the department must also commit to them in creating opportunities for growth and permanent updating; such efforts will be rewarded in the satisfaction of its workers and the achievement of organizational objectives.

Human Talent Management is also known as Human Capital Management, Human Resource Information System or Human Resources Management Systems or Human Resources modules. This approach to human resource management seeks not only to employ the most qualified and valuable personnel, but also to emphasize retention. As recruitment and selection is often costly for a company, it is important to place the individual in a position where his or her skills are optimally utilized.

Globalization, the permanent change of context and the valuation of knowledge, give human talent in these times a conception of "indispensable" to achieve the success of an organization. They have begun to consider human talent as their most important capital and their correct administration as one of their decisive tasks; people constitute the organization's main asset.

The term, “talent management” means different things to different organizations. For some it is managing high-value or “very capable” individuals, while for others, it is how talent is managed in general – that is, working under the assumption that everyone has some talent that needs to be identified and released. From a talent management perspective, performance appraisals deal with two important topics: performance and potential.[4]​ The employee's current performance for a specific job has always been the standard tool that measures an employee's productivity. However, talent management also seeks to focus on the employee's potential, which implies their future performance if appropriate skill development is encouraged.

The main aspects of talent management within an organization should always include:[4]​.

· Performance management.

· Leadership development.

· Human resources planning/identifying talent gaps.

· Recruitment.

· Strategies to motivate human talent.

This talent management term is generally associated with human resources practices based on competency management. Talent management decisions are often based on a system of key organizational competencies and job-related competencies. The competency system may include knowledge, skills, experience, and personal traits (demonstrated by defined behaviors). Older competency models also included qualities that rarely predict success (e.g., education, seniority, and diversity factors that are today considered discriminatory or unethical within organizations).

Importance of human talent management.

The importance of Human Talent Management (HTM) lies in its essential role in ensuring the success and sustainability of organizations. Below are some of the main aspects that underline its relevance:

1. Alignment with Strategic Objectives

GTH ensures that employees are aligned with the organization's vision and objectives. This allows staff to work in the same direction, contributing to the fulfillment of short and long-term goals.

2. Improved Productivity

Effective human talent management ensures that employees are well trained and motivated to do their jobs. This results in increased efficiency and productivity, which boosts the company's overall performance.

3. Talent Attraction and Retention

Companies that prioritize GTH are able to attract and retain the best talent. Offering a positive work environment, development opportunities, and a competitive compensation system helps reduce turnover and keep employees engaged.

4. Development of Employee Potential

Continuous training and professional development are essential to remain competitive in the market. The GTH allows you to identify key skills and areas of improvement, promoting both individual and collective growth.

5. Promotion of Innovation and Creativity

Management that promotes diversity and inclusion creates an environment where fresh ideas and different points of view are valued. This drives innovation and allows companies to better adapt to market changes.

6. Improvement of the Organizational Climate

Good management of human talent contributes to generating a positive and collaborative work environment, where employees feel valued and listened to. This reduces stress, improves well-being and increases job satisfaction.

7. Sustainability and Adaptability

Organizations with effective talent management are better equipped to deal with changes and challenges, such as market fluctuations or digital transformation. Employees who constantly develop are more adaptable, which reinforces the company's resilience.

A talent market is an employee training and development strategy that is established in an organization. It is most beneficial for companies where the most productive employee can choose the projects and assignments that are most ideal for the particular employee. An ideal site is one that matches the particular productivity of each individual (project management or outstanding knowledge in a particular field) with the task to be performed. Examples of companies that implement the talent marketplace strategy are American Express and IBM.[5]​.

In current economic conditions, many companies have felt the need to lower costs. This should be the ideal environment to run a talent management system as a means to optimize the performance of each employee and the organization. However, within many companies the concept of human capital management is only beginning to develop. “In reality, only 5% of companies say they have a talent management strategy and operational programs in place.

Talent Management is undoubtedly an attractive element of working for software solution developers. Among the solutions marketed today are Success Factors, Oracle, Meta4, Payroll, BNovus, Acsendo, Taleo, etc.

There are a series of elements about the talent category that should not be ignored if you want to manage it in organizations, among them are:

• What is called talent?

• What is its relationship with categories like. intelligence, creativity, knowledge, skills?

• Is talent born or created?

• What are the social conditions of talent?

• What is the relationship between talent and age?

• What implications does the area of ​​knowledge to which the subject dedicates themselves have for talent?

• How can people self-develop their talent?

Taking into account these elements and how this category has been studied, from the perspective of different sciences, is important because you cannot manage a phenomenon that is not mastered, that is not known what it is. The warning is important because, sometimes, talent management is confused with knowledge management, with skills management and with the management of human resources or human capital in general.

Today, organizations are still learning to relate to people in an increasingly human and participatory way. If people represent human capital, they are treated as associates of the organization and providers of knowledge, skills and competencies. In this case, human beings become active subjects of administration, since they provide the organization with inputs that make it function and direct it to success.

According to Werter, Davis and Guzmán (2014), modern corporate strategies must have an adequate balance of talent in human resources. To this end, it has been suggested to implement plans that allow the professional career of its elements to develop alongside the same organization.

The professional career is made up of the tasks and positions that the individual performs in his or her professional life. Professional career planning is then related to professional objectives, and this is where we find the work of the organization or the human capital department to guide its employees on how and when to achieve them.

The human capital department must support the development of this career, but the effort and decision to achieve success must be left to the person.

In addition to guiding staff, the department must also commit to them in creating opportunities for growth and permanent updating; such efforts will be rewarded in the satisfaction of its workers and the achievement of organizational objectives.