7 Scientific Bulletin of the Politehnica University of Timisoara, Romania TRANSACTIONS on ENGINEERING AND MANAGEMENT Volume 6, Number 2, 2020 A Proposed Framework for Talent Management Development Dana FATOL 1 , Diana ROBESCU 2 , Igor RIZNAR 3 , Anca DRAGHICI 4 Abstract: For keeping a competitive advantage within a dynamic business environment and being ready to face a crisis when occurred, organizations should make sure they have the right competencies and behaviors in-house through a proper talent management. Considering the existing literature and current practices related to talent management, in this paper we are proposing a new general and simplified model that leverages neuroscience practices to support learning and employees’ experience for improving their skills and behaviors towards a better performance. The model and its elements will be subjects to further studies. Keywords: Talent Management, Talent Development, Employee Competencies, Neuroscience, Human Resources I. INTRODUCTION Organizations that take a strategic approach towards the HR development and have strong talent management (TM) programs achieve the competitive advantage within any market. The human capital, as intellectual asset of any company, needs to possess the right competencies, attitude, and have a positive mindset to support future growth and innovation (Kravariti & Johnston, 2020). Ten years ago, Klett (2010) has published the competency-based holistic model for Human Resources Management (HRM) strategy, which is containing the main components of a web-based strategic structure that allows identifying, mapping, and planning of workforce development (Figure 1). Using the proposed holistic competency based HRM model and associated approach, HR professionals can easy satisfy the need for specific competencies for different roles related to the organizations, allowing to track those and enable proper assignment of the people to the right jobs. The model considers two types of competencies: behavioral and technical. The behavioral ones are considered more like soft skills and can be taken in on various job 1 Politehnica University of Timisoara, Romania, dana.fatol@student.upt.ro 2 Politehnica University of Timisoara, Romania, diana.robescu@student.upt.ro 4 University of Primorska, Koper, Slovenia, igor.riznar@guest.arnes.si 3 Politehnica University of Timisoara, Romania, anca.draghici@upt.ro descriptions, as the technical competencies are unique for each role. Monitoring employees’ life cycle or careers, as well as certifications and potential gaps of competencies are essential for further identification of the best learning and development opportunities. Learning management systems offer employees self- paced and self-organized opportunities to get the right knowledge, identifying gaps, monitoring progress and results (Klett, 2010). Competency-based approach is now more or less generalized in modern organizations; it seems in the 1990s up to 75% of organizations already used competency-based methods (Sliter, 2015). Competencies are generally considered to be combinations of knowledge, skills, abilities, and other individual attributes that are necessary for performing job and for measuring the individual performance. From the organizational perspective, the competency- based model should be strategic, functional and flexible (Sliter, 2015). Furthermore, defining organization’s core competencies gives employees the proper understanding on what they need to be productive (in terms of knowledge, skills, abilities) and in the same time allow organization to evaluate the availability of the required resources. Linking competencies with Talent Management (TM) can become a win-win situation, allowing companies to make sure they have the best workforce in house and develop a strategic human resource management system (Wuim-Pam, 2014). In this context, the present paper’s objective is to introduce a new TM framework based on a brief and consistent literature review on TM and preliminary arguments for introducing neuroscience approach in HRM. BUPT