The Study of Human Capital Potential in the Public Sector through the Talent Value Chain and Human Capital Analytics Techniques
Main Article Content
Abstract
The concept of studying human capital potential has continuously evolved across economic, social, and managerial perspectives, emphasizing planning for assessing, analyzing, and making decisions related to human capital. Indicators, tools, and various metrics have been applied to identify the value of personnel and high-potential employees. This study presents human capital analytics models derived from an examination of human capital management in the public sector in two main areas: (1) identifying human capital management approaches aligned with public organizations’ smart governance capabilities, and (2) evaluating high-potential talent management practices, the value delivered by high-potential employees, and the value gained by public organizations—referred to as talent value chain management—as well as analyzing the linkages among talent management practices, value delivered, and organizational value received. The findings contribute to the development of human capital analytics models that integrate perspectives on human capital management and high-potential talent management, aligned with the digital competencies and strategic talent requirements of public sector organizations. These models aim to support human capital planning and provide executives with tools for more effective human capital planning and development.
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