Applications of Complexity Theory in Contemporary Human Talent Management
DOI:
https://doi.org/10.56368/Entrelineas513Keywords:
complex thinking, human talent management, intelligent organizations, strategic guidelinesAbstract
Today's organizations operate in VUCA contexts where traditional human talent management models based on hierarchical structures and linear processes are insufficient to address the interactions between human behavior and the environment. This article, derived from a qualitative and propositional documentary research project, aims to propose guidelines for incorporating the principles of complexity theory into human talent management subsystems. Through a hermeneutic analysis of Morin's foundations of complex thinking, Senge's theory of intelligent organizations, and Stacey's theories on complex response processes, five operational principles were identified to form the basis of the proposal. As a result, the profile of the human resources manager is transformed into that of an interaction professional, and 15 strategic guidelines are presented for the processes of attraction and selection, learning and development, performance management, job design, and compensation and well-being. It is concluded that the application of complex thinking transforms uncertainty and diversity into sources of innovation and competitive advantage, offering professionals in the field a direction to manage complexity instead of trying to minimize it.
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