Globalization and the continuous advancement of new technologies have transformed the talent market into a complex and dynamic environment, requiring the implementation of innovative tools and systems. Likewise, it is necessary to analyze the processes related to human talent management and job performance. The purpose of this research was to identify the relationship between human talent management and job performance. This article corresponds to an applied research study with a non-experimental design, a quantitative cross-sectional approach, and a correlational scope. The sample was census-based, given the small size of the population, and included all 116 employees, who were administered a structured questionnaire. The instrument was validated by three experts based on evaluation criteria such as clarity, objectivity, timeliness, organization, sufficiency, intentionality, consistency, coherence, methodology, and relevance, obtaining average validation scores of 95%, 90%, and 85%. It was subsequently subjected to a pilot test with 30 individuals with characteristics similar to those of the study population, yielding a high level of reliability (Cronbach’s alpha = 0.964). The results confirmed the general hypothesis, revealing a Spearman correlation coefficient of .627 between human talent management and job performance. It is recommended to develop a comprehensive human resource management plan aimed at enhancing job performance. Each phase of the process, from talent attraction to performance evaluation, is closely related to both individual and collective performance.
Gamio et al. (Tue,) studied this question.