Theoretical model for human talent management to improve administrative productivity at the Hacienda Amanda Michelle banana plantation.

Abstract

The study reveals that human talent management in the Ecuadorian banana sector presents critical deficiencies that profoundly impact administrative productivity. At Hacienda Amanda Michelle, systemic problems were identified between organizational practices and human capital needs: selection processes prioritize urgency over competencies, generating job mismatches. Training is perceived as irrelevant and disconnected from actual duties, while compensation is considered unfair and unrelated to performance. This combination generates chronic demotivation and erosion of work commitment. Faced with this scenario, a transformative model is proposed centered on the following pillars: cultural restructuring, aligning leadership and organizational climate with a shared vision that values ​​talent; psychosocial strengthening, through group cohesion, authentic participation in decision-making, and proactive conflict resolution; and comprehensive human development, linking intrinsic motivation, professional growth paths, and incentives aligned with achievement. The proposed solution focuses on reconnecting talent management with workplace dignity and collective efficiency, transforming human resources from a cost into a strategic pillar of sustainability. Introduction.  In Ecuador, the agricultural and industrial sectors are two important components of the economy. In this regard, governments are seeking ways to prioritize exportable products based on the country's local and socioeconomic development. It is noteworthy that the aforementioned sectors are positively correlated, although their growth is uneven. Policies aimed at achieving development have been implemented in these sectors, resulting in high export production. Companies in the agricultural sector have competitive advantages, reflected in higher profit levels. Despite these advances, it is evident that most workers have low labor productivity, which indirectly affects derived production. Objective. Develop a human talent management model to improve administrative productivity at the Hacienda Amanda Michelle banana plantation in Bolívar Canton, Ecuador. Methodology.  The research involved an analysis of the theoretical foundations and a diagnosis of the current situation regarding the variables of human capital management and productivity. Exploration, description, bibliographic analysis, and modeling methods were employed. Results. The diagnosis revealed poor human talent management: selection processes that ignore competencies, training irrelevant to roles, compensation unrelated to performance, and supervision lacking effective feedback. This led to chronic demotivation, recurring operational errors, and poor resource utilization. Productivity was severely affected by this disconnect between organizational practices and human needs. As a solution, a qualitatively focused model is proposed: realigning culture with a shared vision that honors talent, strengthening group cohesion through authentic participation in decisions, and linking individual development (motivation, training) to collective achievements. Transformation requires translating these principles into concrete actions, making human talent the strategic axis for sustainable efficiency. Conclusion. The diagnosis revealed poor human talent management: selection processes that ignore competencies, training irrelevant to roles, compensation unrelated to performance, and supervision lacking effective feedback. This led to demotivation, recurring operational errors, and poor resource utilization. Productivity was severely affected by this disconnect between organizational practices and human needs. As a solution, a qualitatively focused model is proposed: realigning culture with a shared vision that honors talent, strengthening group cohesion through authentic participation in decisions, and linking individual development (motivation, training) to collective achievements. Transformation requires translating these principles into concrete actions, making human talent the strategic axis for sustainable efficiency. General Area of Study: Business Administration Specific area of study: Human Talent Management Type of study: Original articles.