Human talent management strategies in small and medium-sized Peruvian enterprises

Solano-Castro V.V.; Cavero Aybar H.N.; Chalco Vargas F.T.; Nuñez Lira L.A. · Revista Venezolana de Gerencia (2023) · DOI: 10.52080/rvgluz.28.e10.6

Resumen

It is known that smes often face limited financial, technological and personnel resources, which can make it difficult to implement more sophisticated talent management practices. in this sense, due to their size and flatter organizational structure, SMEs may lack formal human resources departments or professionals dedicated to talent management. This can lead to a lack of structured processes and clear strategies for attracting, developing and retaining talent. In this way, the objective of this research is to describe the talent management strategies used in Peruvian SMEs and their impact on the organizational performance and growth of these companies. The research approach used was quantitative in nature, the data collection technique was used through surveys, for which a structured instrument was designed with five response alternatives on a Likert-type attitude scale. It was possible to confirm that the strategies focused on the development of career and succession plans, as well as on performance management and continuous feedback, are present in these organizations. However, it was observed that strategies related to the creation of learning and development programs, competencybased talent management and the promotion of a talent-oriented organizational culture are scarce in business policies. Many SMEs in the retail sector are also recognizing the importance of talent management and are implementing measures to improve in this area. These companies are taking more proactive approaches, such as identifying and developing key competencies, implementing training and development programs, and creating an organizational culture that values and promotes talent.

Instituciones: Universidad Nacional Mayor de San Marcos