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Can Talent Management Improve Training, Sustainability and Excellence in the Labor Market?

Author

Listed:
  • Francisco J. Ferreiro-Seoane

    (Department of Applied Economics, University of Santiago de Compostela, 15782 La Coruña, Spain)

  • Vanessa Miguéns-Refojo

    (Accounting Department, Faculty of Economic Sciences, Autonomous University of Madrid, 28049 Madrid, Spain)

  • Yago Atrio-Lema

    (Applied Financial Valuation Group, University of Santiago de Compostela, 15782 La Coruña, Spain)

Abstract

The objective of this article is to analyze the characteristics of the most attractive companies in the labor market, which each year maintained their position in the ranking published by the Spanish business magazine Actualidad Económica ( AE ) for the period 2013–2020. The research study will focus on permanence in ranking, global valuation, and training. To do this, control variables were added: business management gender, geo-cultural areas, regional areas, economic activity, size and stock market membership. This is a quantitative work, where statistics such as partial correlations, Pearson coefficients and independent sample means were used with the Levene test; in modeling, multiple regressions of ordinary least squares (OLS) and panel data were used. It is concluded that the permanence in the ranking significantly increases the total value and training, which leads companies to excellence, along with the fact that they are in the capital of the country and that they focus on the commerce, professional, scientific and technical, and finance and insurance sectors. On the other hand, assessment of training is explained by employee valuation, the work environment and talent management. On the contrary, factors such as the gender variable in the business direction, nationality, size and stock market membership do not significantly influence the overall valuation.

Suggested Citation

  • Francisco J. Ferreiro-Seoane & Vanessa Miguéns-Refojo & Yago Atrio-Lema, 2021. "Can Talent Management Improve Training, Sustainability and Excellence in the Labor Market?," Sustainability, MDPI, vol. 13(12), pages 1-17, June.
    • Handle: RePEc:gam:jsusta:v:13:y:2021:i:12:p:6645-:d:572743
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    References listed on IDEAS

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    1. Joyce, Kevin E., 2003. "Lessons for employers from Fortune's "100 best"," Business Horizons, Elsevier, vol. 46(2), pages 77-84.
    2. Raysa Rocha & Paulo Pinheiro, 2021. "Business Education: Filling the Gaps in the Leader’s Awareness Concerning Organizational Phronesis," Sustainability, MDPI, vol. 13(4), pages 1-17, February.
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    Cited by:

    1. Ben Kajwang, 2022. "Effects of training and development practices on performance of insurance sector in Kenya," International Journal of Research in Business and Social Science (2147-4478), Center for the Strategic Studies in Business and Finance, vol. 11(4), pages 140-148, June.
    2. Nur Lyana Baharin & Beni Widarman Yus Kelana & Lim Sanny & Poh-Chuin Teo & Theresa C. F. Ho & Mohd Khairuddin Ramliy, 2023. "The Mediating Effect of Emotional Intelligence on the Relationship between Talent Management Practices and Leadership Skills in Malaysian GLCs," Sustainability, MDPI, vol. 15(13), pages 1-17, July.
    3. Dmitry A. Ruban & Vladimir A. Ermolaev & Antonius J. (Tom) van Loon, 2021. "Exploitation of Mineral Resources Requires Proper People: Expectations of the World’s Top Mining Companies," Resources, MDPI, vol. 10(10), pages 1-19, September.

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