DEVELOPING A MULTI-LEVEL TALENT MANAGEMENT MODEL WITHIN THE STRATEGIC DEVELOPMENT FRAMEWORK OF BUSINESS ORGANIZATIONS

Abstract

This article clarifies theoretical approaches to the concept of «talent» and substantiates a comprehensive talent management architecture model as a primary tool for establishing sustainable competitive advantages for business entities amid the intense global «war for talent.» Methodologically, the study employs general scientific and specific methods: analysis and synthesis to interpret core terminology, comparative analysis to evaluate existing conceptual models, and a systems approach paired with logical generalization to design the proposed management architecture. The evolution of defining «talent» is thoroughly examined, justifying the practical expediency of an egalitarian perspective that recognizes and nurtures the distinct development potential of every employee within the firm. Accordingly, a talented employee is conceptualized as an individual who successfully combines innate abilities with a distinct drive for continuous professional development, knowledge expansion, and skill acquisition. Internal and external determinants influencing talent management are identified, and core corporate talent management processes are systematically classified. This conceptual generalization enables the development of a comprehensive, multi-level talent management model spanning strategic, organizational, process, and analytical-technological operational layers. The study substantiates the critical necessity of integrating human resource processes, cultivating robust talent pools, developing succession planning systems, and leveraging advanced HR analytics to enhance overall managerial decision-making efficiency. Ultimately, the proposed model guarantees systemic coherence, strategic alignment, and flexibility of corporate HR practices, thereby boosting employee engagement and reducing costly turnover risks to successfully leverage human capital for long-term organizational development.