Democratic Talent Management in an Industry 4.0 Environment of Digital Revolution

Abstract

The authors propose to study an innovative approach to talent management based on the need for change that organizations are facing due to a disruptive environment brought on by the fourth industrial revolution: the digital revolution. Its nature and impact on society, on management systems, and on business organizations are described as the stage where a significant change movement is happening to an extent and intensity never seen before. To deal with this, the authors elaborate on the need for increased agility and flexibility as determinant factors for the competitiveness of organizations and businesses. In that sense, a new approach to talent management is proposed based on an innovative concept of talent -which is democratic. By describing the key elements of this innovative concept, a new approach to human resource management is also described, arguing for the need of moving towards disruption in traditional policies, processes, and practices. Five interviewees approached during the Covid-19 pandemic, in late 2020, share their views herein on their talents and of digital disruption and opportunity.

Sensible Leaders and Hybrid Working: Challenges for Talent Management

“…A disruptive movement triggered by Industry 4.0 and the COVID-19 pandemic is underway, which tends to intensify in coming years and might require new organizational forms to analyze and interpret events and organize people and technological systems since in the world VUCA an innovation leads exponentially to new innovations [36]. The 4th industrial revolution is disruptive and affects the talent management that can disrupt current, already outdated, paradigmatic thinking of People Management-PM [37].…”

“…Talent involves cognitive, social, and emotional skills developed during life, learned by experiences lived in educational, professional, and social contexts. Rendo et al [36], p. 357, suggest that talent is the "manifestation of essential characteristics of individuals". There are different ways of the use of talent management in the literature and, even though, there is not a single definition or approach universally accepted, an analysis indicated three perspectives: limited focus to PM practices, development of talent pools, and management of talented people [41].…”

Smart HRM 4.0 for achieving organizational performance: a dynamic capability view perspective

“…Smart HRM 4.0 uses industry 4.0 technology, leveraging the efficiency of various functions. Smart HRM 4.0 practices include automation of HR processes using AI and robot technology, and it helps HR managers be competitive in the market by developing multiple capabilities (Rendo et al, 2021;Singh et al, 2021;Verma et al, 2020). HR managers mentioned that we use Industry 4.0 technology for recruitment and selection.…”

“…Smart HRM 4.0 helps HR managers be competitive in the market (Munsamy and Telukdarie, 2019;Verma et al, 2020). In addition, Smart HRM 4.0 helps develop talent management (Rendo et al, 2021) and analytical capabilities (Singh et al, 2021). HR managers should adopt Smart HRM 4.0 for organizational performance by aligning these capabilities with HR practices (Munsamy and Telukdarie, 2019;Pillai et al, 2021;Rana and Sharma, 2019).…”

“…, 2020). In addition, Smart HRM 4.0 helps develop talent management (Rendo et al. , 2021) and analytical capabilities (Singh et al.…”