TALENT MANAGEMENT, A VETTED EMPLOYEE PERSPECTIVE THAT ACTIVATES A MUTUALITY OF PARTNERSHIP INTEREST

Abstract

Humanity develops through education and experience with talents and abilities, endowed with different competencies in between individuals, to meet the demands of today's society in economic, social, and technological terms, consider it a way of life, and be valuable. Talent management and related strategies are a trending phenomenon where companies involved in local, regional, and international trade are getting involved and competing for the best employees in the job market. The “talent war” has led companies to focus on activating recruitment tools to hire the best people, work in the company's interests, improve the quantity and quality of productions and services, gain more market space, and gain superior competitive advantages. Who directs or controls talent is an important tension between high-quality employees and companies grappling with the concern that talent is equity that employees own and that the company must use. Employees are the ones who should absorb, retain, and demonstrate their talents. Companies use the talents of their employees, nurture talents, manage them in the company's interests, and provide all environmental and technical circumstances in the best possible way for the functionality of business projects. The talent that makes an employee exceptional when it comes to approaching their ability to work productively is a trait first developed by those people who have invested in improving their skills before they will be hired. Companies often ignore this fact and neglect this reality. Companies look at talents first when hiring an employee. Still, during the utilization of skills, they conquer employee skills by making those part of their organization's assets and consider employee skills as a trait only reflected in their business environment, through their organization's culture. Furthermore, they continue to consider that employee skills are mostly developed through their leadership and management style and proudly sell this merit within and to outsiders as an organizational virtue, ignoring the abilities carried over from before that the employees have. This approach forms the false attributes of values that each party indeed deserves and slowly erases the reality of merit. It creates unrest between employees and their employers and underestimates the source of exceptional skills. In addition, this behavior creates feelings of secession among employees who no longer want to see themselves working in the company, who do not feel properly valued but only feel abused and exploited indeed, resulting in a general depreciation of productivity and efficiency. This systematic literature review article has been searched from other articles, journals, books, trainer blogs, research and training centers, etc. will emphasize the need for the employee perspective to be important in talent management development in order to engage and motivate employees to gain work experience and develop their talents according to their life perspective. The period during which this research was conducted spanned from early 2023 to June 2023. With the concerns summarized above in mind, the Mutual Partnership Interest - MPI mechanism will be addressed with its properties associated with the Vetted Employee Perspective.

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