TALENT RECRUITMENT STRATEGIES IN THE CONTEXT OF TALENT MANAGEMENT

Authors

DOI:

https://doi.org/10.29038/2786-4618-2025-02-117-124

Keywords:

human resource management, talent management, talented employee, process-oriented strategy for talent recruitment, talent acquisition configuration strategy.

Abstract

Introduction. An important task for a company seeking to maintain or improve its competitive position in the market is the effective management of talented employees. This article examines the issue of recruiting talented workers as a key element of the talent management process.

Purpose. The aim of the article is to identify strategies for recruiting talented employees and to analyze the conditions for their implementation in the context of talent management.

Methods. The following research methods are applied: analysis and synthesis of scientific literature, systematization, and theoretical generalization.

Results. It has been established that a talented employee is a person who combines innate abilities with a desire for continuous development, expanding knowledge, and gaining experience. The uniqueness of talented employees lies in the fact that they are a rare “resource,” making their supply and availability limited. In this situation, companies are forced to search for increasingly effective methods of attracting and retaining such employees. A modern talented employee is mobile, independent, less modest, has many choices, and thus more power. They seek new meaning in life, expect respect and personal development. It is proven that recruitment is a complex of joint activities involving both the search and selection of personnel. The dilemma between internal and external recruitment, in regard to talented employees, is reflected in talent management strategies. It is substantiated that a process-oriented strategy is a well-established system that enables a company to quickly and effectively find the right people to achieve its goals. Such a strategy helps HR management become a full participant in the business mechanism. In a process-oriented strategy, recruitment is closely aligned with the overall company strategy. The talent acquisition configuration strategy views recruitment as a complex system that must be adapted to the specifics of the business, depending on the company's business model, organizational culture, strategic goals, types of competencies, and the labor market. That is, there is no single “universal” model for attracting talent — each company should develop its own configuration based on elements important to candidates for a given position.

Conclusion. Before initiating external recruitment, companies should assess their internal human potential by aligning employees’ experience and aspirations with the evolving needs of both the external and internal environment.

References

1.Global Talent Trends 2022-2023 URL: https://www.mercer.com/insights/people-strategy/future-of-work/global-talent-trends/#mktoForm_73157. (accessed 20.04.2025).

2.Watkins D. (1998). Lightyear An Application Framework for Talent Management That Acts as a Central Feedback Center for all Organizational Functions. Softscape. Inc.

3.Schweyer A. (2004).Talent Management Systems: Best Practices in Technology Solutions for Recruitment. Retention and Workforce Planning. Toronto. Ont. Wiley. 253 p.

4.Chambers E. G., Foulon M., Handfield-Jones H., Steven M. Hankin S. M., Edward G. Michaels II EG. The War for Talen. URL: https://www.researchgate.net/publication/284689712_The_War_for_TalentURL: https://www.researchgate.net/publication/284689712_The_War_for_Talent (accessed 20.04.2025).

5.Prodius O.I., Zhuravel A.I., Sitor M.O. (2013) Talant-menedzhment yak nevidiemna skladova uspikhu orhanizatsii.[Talent management as an integral part of an organization's success]. Ekonomika: realii chasu. Naukovyi zhurnal. № 1 (6). S. 172-177. URL: http://economics.opu.ua/files/archive/2013/n1.html. (accessed 20.04.2025).[in Ukrainian].

6.Renzulli J.S. (1986). The Three-Ring Conception of Giftedness: A Developmental Model for Creative Productivity. In: Sternberg R.J. and Davidson J.E. (eds.) Conceptions of Giftedness. New York. Cambridge University Press. 1986. P. 53-92.

7.Renzulli J.S., Reis S.M. (1991). The Reform Movement and the Quiet Crisis in Gifted Education. Gifted Child Quarterly. № 35. Р. 26–35.

8.Feldhusen J.F. (1986). A new conception of giftedness and programming for the gifted. Illinois Counsil for the Gifted Journal. № 5. P. 5–26.

9.Tannenbaum A.J. Giftedness: A psychosocial approach. In: Sternberg R.J. and Davidson J.E. (eds.) Conceptions of Giftedness. New York : Cambridge University Press, 1986. P. 21−52.

10.Eyre D. (2007).What Really Works in Gifted and Talented Education – Taking Stock Keynote speech at NAGTY conferences Warwick and London. URL: http://www.brightonline.org.uk/what_really_works.pdf. (accessed 20.04.2025).

11.Gallardo-Gallardo E., Dries N., González-Cruz T.F. (2013). What Is the Meaning of «Talent» in the World of Work? Human Resource Management Review, 4. 290-300.

12.Thunnissen M., Boselie P., Fruytier B. (2013). Talent Management and the Relevance of Context: Towards a Pluralistic Approach. Human Resource Management Review, 4. 326-336.

13.Aytaç T. (2015). The Relationship between Teachers’ Perception about School Managers’ Talent Management Leadership and the Level of Organizational Commitment. Eurasian Journal of Educational Research. 59. 165-180.

14.Robertson A., Abbey, G. (2003) Managing Talented People. Edinburgh, Pearson Education Limited.

15.Nair C. (2020). Why resilience - not technology - is the answer to our biggest challenges. World Economic Forum (WEF). September.

16.Kryvoruchko, S. (2023). Rekrutynh personalu. Vid aziv do profesiinosti. [Personnel recruitment. From basics to professionalism.]. Kyiv. Hnozis. 692 s. URL: https://library.kr.ua/wp-content/elib/kryvoruchko/recrpersukr.pdf. (accessed 20.04.2025). [in Ukrainian].

17. Lipych Liubov. (2025). Reliatsiinyi dysonans mizh ochikuvanniamy robotodavtsiv ta pratsivnykiv u pisliavoiennyi period.[ Relational dissonance between employers' and employees' expectations in the post-war period.]. Ekon. chas. Volyn. nats. un-t im. Lesi Ukrainy , t. 1, № 41, s. 151–159, kviten 2025, doi: 10.29038/2786-4618-2025-01-151-159. URL: https://echas.vnu.edu.ua/index.php/echas/article/view/987 (accessed 20.04.2025).[in Ukrainian].

18.Schuler, R. S., Jackson, S. E., Tarique, I. (2011). Global talent management and global talent challenges: Strategic opportunities for IHRM. URL: https://www.scirp.org/reference/ referencespapers?referenceid=3032524 (accessed 20.04.2025).

Published

2025-07-21

How to Cite

[1]
2025. TALENT RECRUITMENT STRATEGIES IN THE CONTEXT OF TALENT MANAGEMENT. Economic journal of Lesya Ukrainka Volyn National University. 2, 42 (Jul. 2025), 117–124. DOI:https://doi.org/10.29038/2786-4618-2025-02-117-124.