Human talent as a fundamental axis of well-being
and business success in Ecuador
El talento humano como eje
fundamental del bienestar y éxito empresarial en Ecuador
ABSTRACT
This
study explores the relevance of human talent today, as over the years human
talent management has shifted toward maintaining the overall well-being of
staff, who represent one of the most valuable assets within any organization.
Ecuadorian legislation calls for dignified treatment, stability, and motivation
for workers, creating more humane and efficient work environments, since proper
human talent management not only drives productivity and innovation but also
contributes directly to the emotional and professional well-being of employees.
Keywords:
Human talent, well-being, environment, stability
RESUMEN
El presente estudio explora la
relevancia del talento humano en la actualidad, ya que con el pasar de los años
la gestión del talento humano ha dado un giro hacia mantener el bienestar total
en el personal, que representa uno de los activos más valiosos dentro de
cualquier organización. La legislación ecuatoriana exhorta al trato digno, la
estabilidad y la motivación de los trabajadores, generando entornos laborales
más humanos y eficientes, debido a que la adecuada gestión del talento humano
no solo impulsa la productividad y la innovación, sino que, también, contribuye
directamente al bienestar emocional y profesional de los colaboradores.
Palabras clave: Talento humano, bienestar,
entorno, estabilidad
INTRODUCTION
Currently, at the
global level, we observe work environments that are dynamic and globalized,
where human talent management has had to evolve due to society's progress in
terms of needs and making itself heard. That is why, in order to meet the needs
of employees, human talent management has become a fundamental strategic pillar
for the success and sustainability of organizations. However, Ecuador has been
no exception to this evolution, causing companies to face unique challenges and
opportunities that shape how they must manage their most valuable asset:
people.
In Ecuador, some
companies are beginning to see human talent as the most important and critical
asset of their organization. Therefore, the management of this new human talent
is encouraged by an environment that combines the need for technological adaptation,
the search for greater well-being at work, generational diversity, and the
economic growth of the company and its workers. For this reason, the human
talent department is transitioning from the traditional model to more holistic
and strategic approaches, where job attraction, staff retention, worker
development and growth, and employee engagement are key to achieving
organizational goals.
According to Alles, M
(2006), the most successful organizations recognize that motivated, valued, and
well-treated employees are the key to achieving high levels of performance and
sustainability. This idea is backed by Ecuadorian legislation, which supports
this approach by recognizing labor rights that protect the integrity,
stability, and development of workers.
This article explores
the importance of human talent in companies and how the transition should be
made, through compliance with the law, to promote a positive work environment
in Ecuador that makes workers feel good and valued.
MATERIALS AND METHODS
This scientific
article is based on the results of exhaustive bibliographic and documentary
research, which was conceived and carried out with the purpose of analyzing,
interpreting, and synthesizing the state of knowledge, theories, and relevant
perspectives on a specific topic. The nature of the study falls within the
qualitative paradigm, seeking a deep understanding of the phenomena based on a
critical review of the material consulted.
The methodological
process was structured in different phases, beginning with the inventory of
sources or bibliographic review. This stage involved the selection and
systematic collection of a wide range of academic and scientific documents. The
sources consulted were classified as primary (original research articles,
theses, books by leading authors) and secondary (systematic reviews,
meta-analyses, catalogs, and databases), thus ensuring a comprehensive view of
the topic. Priority was given to searching specialized databases, institutional
repositories, and high-impact academic literature, using a search strategy
defined by keywords and Boolean operators, ensuring the relevance and
timeliness of the information collected.
Once the documentary
corpus had been compiled, the central stage of text analysis and interpretation
was carried out. This technique was the core of the research, allowing the
essential elements of each document to be broken down, examined, and extracted.
A qualitative perspective guided this analysis, focusing not only on the
identification of specific data, but also on the understanding of the
theoretical approaches, arguments, critical positions, and methodologies
employed by the different authors.
To ensure rigor and
systematic recording of information, bibliographic and content indexing was
used as a fundamental tool. Through these index cards, key data from each
source was methodically extracted and organized, including relevant textual
citations, summaries of main ideas, critical comments, and the precise location
of the information. This process facilitated the comparison of the material and
the subsequent organization of the findings into predefined thematic and
conceptual categories, which was crucial for structuring the results and
discussion of this article.
Finally, the
synthesis and integration of the findings allowed us to go beyond a simple
description. Through an interpretive approach, connections were established,
convergences and divergences between the different theoretical postulates were
identified, and a unified and critical view of the object of study was
generated. This qualitative and rigorously documentary approach allowed us to
generate new understandings from the rereading, contrasting, and deepening of
the existing literature, laying the foundations for the conclusions and future
lines of research proposed in the development of the work. The transparency and
replicability of this methodological process is supported by the explicit
statement of the techniques and tools used, as well as the exhaustive list of
references accompanying the article.
RESULTS
Currently, Ecuador is continuing its
transition to improve the work experience of its people, attempting to unite
and advance the joint work of the occupational well-being department and the
human talent department (often thought to be the same department, but this is
not the case) to enable workers as professionals to exploit or improve their
skills, attitudes, abilities, knowledge, and commitment, thereby improving
their work every day and making them feel listened to, respected, and valued.
According to Robbins, S. P (2017), it is necessary to have these two teams in
the personnel department, as the occupational well-being department focuses on
the quality of life and general well-being of employees, seeking to improve
their satisfaction and health, in accordance with Maslow's theory; while the
human talent department focuses on the strategic management of human resources,
including recruitment, hiring, training, i.e., ongoing training, development,
recognition, and staff retention. However, when the work of these two
departments is well done, it leads to better productivity, a better work
environment, and greater employee loyalty.
Maslow's Hierarchy of Needs is a theory
used in human resources to cover all aspects and dimensions of the worker. This
psychological theory is based on the idea that human beings are motivated by a
set of needs that are organized into five levels, from the most basic to the
most complex, and that satisfying these needs has an impact on the motivation
and professional development of individuals.
Applying this theory in human resources
allows for a better understanding of employee motivations and the design of
strategies to meet their needs at different stages of their careers, thereby
improving commitment, productivity, and talent retention.
Levels of Maslow's pyramid
Physiological needs:
These are the basic needs for survival,
such as eating, drinking, and sleeping, and are met in the workplace with
adequate pay, healthy working conditions, and flexible schedules.
·
Safety needs:
· The need to feel secure at work, with a
stable work environment, clear policies, and opportunities for professional
development.
·
Affiliation or social needs:
· The need to interact with others, feel
part of a team, and enjoy a good working atmosphere.
·
Esteem needs:
· The need to be recognized for your work,
receive praise and positive feedback, and have opportunities to demonstrate
your skills and grow professionally.
Self-actualization needs:
The need to reach your full potential,
develop your skills, and feel satisfied with your contribution to work and
society.
Illustration 1. Maslow's pyramid
Source: Idalberto Chiavenato
Application of Maslow's pyramid in Human
Resources:
·
Understanding
motivation:
Helps identify the factors that drive
employees at different stages of their careers.
·
Designing talent management strategies:
Enables the creation of training,
professional development, and recognition programs that meet the needs of
employees at each level of the pyramid.
·
Improving talent retention:
By understanding and meeting employee
needs, you can reduce staff turnover.
·
Increased job
satisfaction and engagement:
By meeting employee needs, you promote
greater satisfaction and commitment to the organization.
·
Improved
productivity:
More motivated and satisfied employees are
more productive.
In other words, Maslow's theory is a
valuable tool for human resource management, as it allows us to understand
employees' needs and design strategies to achieve their commitment,
professional development, and job satisfaction, which, in turn, improves productivity
and talent retention in the organization. With this theory, Ecuadorian
companies could begin or develop their journey toward proper human resource
management, which is currently lacking and which, according to the Constitution
of the Republic of Ecuador and the Labor Code, is mandatory, since Article 33
establishes that work is a right and a social duty and must be carried out
under conditions that guarantee dignity, health, safety, and fair remuneration.
For its part, the Labor Code of Ecuador
promotes respect for workers' rights, including:
·
Job stability.
· The right to a healthy and safe working
environment.
· The prohibition of any form of
discrimination or mistreatment.
· The employer's obligation to pay fair and
timely remuneration.
These legal provisions are aligned with
the principles of corporate social responsibility and good human talent
management practices.
Following this research, it is understood
that good human talent management can drive a company toward success, because
its staff will be committed, happy, and fully invested in the organization,
enabling it to grow more and more. Conversely, poor management can generate
negative results, both internally and externally. When staff feel ignored as
individuals, frustrated, with little professional growth, mistreated, or
undervalued, a series of problems arise that directly affect the functioning of
the organization. According to UNIR (2021), the main consequences include:
· High staff turnover: unmotivated employees
tend to leave the company, which generates costs for constant recruitment and
training.
· Low productivity: workers who do not feel
committed or valued perform less well, which affects operational and financial
results.
· Poor work environment: lack of
communication, authoritarian leadership, or lack of recognition generate
tension, conflict, and demotivation.
· Loss of reputation: a company that treats
its employees poorly may be viewed negatively by customers, suppliers, and the
general public, affecting its image and positioning.
· Increased absenteeism: Demotivated or
dissatisfied employees tend to miss work more often, which reduces team
efficiency.
These effects not only damage the internal
environment, but also jeopardize the sustainability of the business because
staff dissatisfaction is transmitted to the outside world, leading to the loss
of customers or suppliers. It is therefore essential that companies recognize
that their workers are not an expense, but a strategic investment that must be
cared for and valued.
CONCLUSIONS
Adequate collaboration between the
occupational well-being and human resources departments in Ecuadorian
organizations is essential to optimize the employee experience, since the
former focuses on promoting the quality of life and general well-being of staff,
while the latter strategically manages professional development and talent
retention. It also integrates Maslow's Hierarchy of Needs, as it allows for
understanding and addressing the diverse motivations of human beings, from the
most basic to the most elevated, which translates into greater commitment,
productivity, and job satisfaction.
Furthermore, the implementation of these
practices not only improves the organizational climate but also aligns with the
current legal framework in Ecuador, which recognizes work as a fundamental
right that must be carried out in conditions of dignity and justice. Therefore,
applying this comprehensive approach to human talent management in Ecuador
represents a crucial step toward a more humane, efficient, and responsible
organizational culture.
REFERENCES
National Assembly of
Ecuador. (2008). Constitution of the Republic of Ecuador. Quito, Ecuador.
Ministry of Labor of
Ecuador. (last update). Labor Code of Ecuador. Quito, Ecuador.
Chiavenato, I. (2009). Human talent
management. McGraw-Hill Interamericana.
Robbins, S. P., &
Judge, T. A. (2017). Organizational Behavior (17th ed.). Pearson Education.
Alles, M. (2006). Strategic
Human Resource Management: Competency Management. Granica.
UNIR – International
University of La Rioja. (2021). The importance of human talent in
organizations.
* Master's Degree
Edwards Deming Corporate University Institute of
Technology
eleon@deming.edu.ec
https://orcid.org/0009-0000-7650-7332