Digital Talent Management Strategies and Practices

Innovatoion capability: Digital transformation of human resources and digital talent in SMEs

“…The process of business digital transformation within SMEs affects critical thinking, including understanding the application of management functions and how existing HR digital talents can be managed and developed in a more strategic direction so that they are trained continuously to acquire new knowledge and develop new skills to carry out work adaptively supported by a high mentality. These results are consistent with earlier studies (Barinova et al, 2020;Gilch & Sieweke, 2021;Dan et al, 2021;Fahmy et al, 2022;Schallmo et al, 2017;Gray & Rumpe, 2017;Haverkort & Zimmermann, 2017). In an uncertain business environment, widespread competitive turmoil, business automation, and digitalization continue to challenge, and even large-scale business movements continue to pressure SMEs.…”

“…The way businesses interact with their clients, manage their operations, set up their business plans, and arrange their workloads has all been completely transformed by digital transformation. This includes identifying the HR competencies required during the hiring process (Barinova et al, 2020;Dan et al, 2021;Gilch & Sieweke, 2021;Haverkort & Zimmermann, 2017;Schallmo et al, 2017;Fahmy et al, 2022;Midhat Ali et al, 2021;Kaur & Kaur, 2021;Hamilton & Davison, 2018). According to Gray & Rumpe (2017), executing digital transformation strategies by all stakeholders across all departments is the primary determinant of success.…”

“…According to Reis et al (2018), for businesses and workers to successfully undergo digital transformation, they must possess digital talent and build a range of competencies based on the demands and business environment. Dan et al (2021) described digital talent as individuals who, independent of their organizational form and structure, contribute to digitalization and digital transformation in several enterprises and other fields. Examples of how to interpret an indicator or digital talent include the following: identifying or creating concepts that could result in new digital goods or services; possessing the capacity to direct an organization or activity that carries out one or more of these jobs, duties, or activities, independent of its organizational structure; and taking part in one or more stages, from idea to creation, launch, and improvement, of the development process of new digital goods or services inside a specific organizational environment (Dan et al, 2021).…”

“…Dan et al (2021) described digital talent as individuals who, independent of their organizational form and structure, contribute to digitalization and digital transformation in several enterprises and other fields. Examples of how to interpret an indicator or digital talent include the following: identifying or creating concepts that could result in new digital goods or services; possessing the capacity to direct an organization or activity that carries out one or more of these jobs, duties, or activities, independent of its organizational structure; and taking part in one or more stages, from idea to creation, launch, and improvement, of the development process of new digital goods or services inside a specific organizational environment (Dan et al, 2021). Learning agility, which is closely related to digital talent, is the main competency in developing future digital leaders, according to (Barinova et al, 2020).…”

Digital Ecosystem Model for GIAHS: The Barroso Agro-Sylvo-Pastoral System

“…GIAHS territories must assume an apparent talent retention strategy to ensure their future sustainability. These citizens (human resources), highly trained and specialised, will be the structuring basis not only to guarantee the permanent incorporation of innovation but also for the emergence of a more comprehensive, participatory thinking focused on maintaining their quality of life and the natural conditions existing in the territory [104][105][106].…”