Revista Multidisciplinaria Perspectivas Investigativas
Multidisciplinary Journal Investigative Perspectives
Vol. 6(2), 1-10, 2026
https://doi.org/10.62574/rmpi.v6i1.480
Human talent selection process and its impact on work performance
Proceso de selección del talento humano y su impacto en el desempeño
laboral
Cristhian Alejandro Choez-Atty
c.choez@upse.edu.ec
Universidad Estatal Península De Santa Elena, Santa Elena, Santa Elena, Ecuador
https://orcid.org/0009-0002-4274-684X
Magda Francisca Cejas-Martínez
mcejas@upse.edu.ec
Universidad Nacional de Chimborazo, Riobamba, Chimborazo, Ecuador
Universidad de Carabobo. GEUS. Venezuela
https://orcid.org/0000-0002-0618-3608
ABSTRACT
The purpose of this article is to analyse the relationship between the human talent selection
process and its impact on the work performance of staff at the company Consulmedik. This is a
mixed descriptive-correlational study with a non-experimental cross-sectional design, applied
through a census of 45 employees of Consulmedik, Guayaquil, Ecuador. A 15-item Likert-type
questionnaire with a Cronbach's alpha reliability of 0.967 was used, supplemented by semi-
structured interviews. The data were processed using SPSS with descriptive and correlational
analyses. The selection process received a moderate-low rating (M=2.49; SD=0.87), as did job
performance (M=2.46; SD=0.90). A high and statistically significant positive correlation was
identified between both variables (ρ=0.788; p<0.01). The structuring and systematic application
of the selection process is a determining factor in improving organisational performance,
productivity and service quality at Consulmedik.
Descriptors: human development; personnel management; quality of working life. (Source:
UNESCO Thesaurus).
RESUMEN
El articulo tiene por proposito analizar la relación del proceso de selección del talento humano y
su impacto en el desempeño laboral del personal en la empresa Consulmedik. De estudio mixto
descriptivo-correlacional con diseño no experimental transversal, aplicado mediante censo a 45
colaboradores de Consulmedik, Guayaquil, Ecuador. Se utilizó cuestionario tipo Likert de 15
ítems con confiabilidad alfa de Cronbach de 0,967, complementado con entrevistas
semiestructuradas. Los datos se procesaron mediante SPSS con análisis descriptivos y
correlacionales. El proceso de selección presenta valoración moderada-baja (M=2,49;
DE=0,87) al igual que el desempeño laboral (M=2,46; DE=0,90). Se identificó correlación
positiva alta y estadísticamente significativa entre ambas variables (ρ=0,788; p<0,01). La
estructuración y aplicación sistemática del proceso de selección constituye un factor
determinante para mejorar el desempeño organizacional, la productividad y la calidad del
servicio en Consulmedik.
Descriptores: desarrollo humano; gestión del personal; calidad de la vida laboral. (Fuente:
Tesauro UNESCO).
Received: 06/02/2023. Reviewed: 17/02/2026. Approved: 18/03/2026. Published: 01/04/2026.
Research articles section
Revista Multidisciplinaria Perspectivas Investigativas
Multidisciplinary Journal Investigative Perspectives
Vol. 6(2), 1-10, 2026
Proceso de selección del talento humano y su impacto en el desempeño laboral
Human talent selection process and its impact on work performance
Cristhian Alejandro Choez-Atty
Magda Francisca Cejas-Martínez
2
INTRODUCTION
The human talent selection process is now recognised as a key element in organisational
management, as it directly influences the composition of human capital and, consequently, the
overall functioning of institutions. In sensitive areas such as occupational health and industrial
safety, having competent staff is critical. Several studies indicate that having highly qualified
employees not only ensures more efficient internal performance, but also contributes to the
provision of quality services, humanised care and a higher level of trust on the part of users and
the institutional environment (Piter et al., 2018).
Despite having more than ten years of experience in the market, many organisations face
significant challenges in managing their staff when their selection processes are informal or
poorly structured. Academic evidence shows that the adoption of informal human resources
practices, including non-standardised recruitment and selection processes, is associated with
higher staff turnover rates, deterioration in work performance and a decline in employee
development within organisations, which negatively impacts the overall efficiency and reputation
of the institution (Saruchera & Gie, 2025).
Research shows that well-structured recruitment and selection processes are positively related
to better organisational outcomes, while inconsistent or inadequate practices tend to make it
difficult to identify suitable candidates, which can lead to higher turnover rates and negative
impacts on institutional stability (Arokiasamy, 2024). In this context, there is a need to answer
the central question: How does the absence of a structured human talent selection process
affect staff turnover and service quality at Consulmedik, and what strategies can be
implemented to optimise this process? In this regard, human talent management based on
formal procedures consistent with the organisational culture facilitates the attraction and
retention of suitable personnel, reduces staff turnover and strengthens the continuity of work
teams (López, 2025). It should be noted that the partial application of essential stages of the
process on staff turnover and service quality; the formulation of actions aimed at strengthening
the selection process; the assessment of the benefits that more efficient human talent
management can generate; and the review of current human talent management methodologies
and practices make it possible for them to be relevant and applicable to the company's
operational context.
This approach is supported by recent literature, which indicates that the implementation of
structured recruitment and selection processes aligned with organisational strategy contributes
significantly to improving institutional performance. In this sense, human talent management
based on formal procedures consistent with the organisational culture facilitates the attraction
and retention of suitable personnel, reduces staff turnover and strengthens the continuity of
work teams (López, 2025).
Based on the above, the objective of this article is to analyse the relationship between the
human talent selection process and its impact on the work performance of staff at the
Consulmedik company.
Theoretical Basis
The personnel selection process begins with human resources planning, a strategic stage
through which the organisation projects its present and future personnel needs, considering
both the volume of work and the skills required to achieve its objectives. This process not only
allows for the evaluation of internal talent availability, but also determines the most appropriate
external recruitment sources, thus facilitating evidence-based decision-making aligned with
organisational strategy. This approach contributes to more effective human capital management
by ensuring that the available human resources meet the demands of the position and the
institution (Sarwary et al., 2022). From there, the attraction phase begins through the personnel
requisition, a document that formalises the job application and integrates the technical, legal
and administrative aspects that the candidate must meet. In this sense, human talent planning
begins the attraction phase through the personnel requisition, a formal document that formalises
the need to fill a vacancy and specifies the technical, legal and administrative aspects that the
Revista Multidisciplinaria Perspectivas Investigativas
Multidisciplinary Journal Investigative Perspectives
Vol. 6(2), 1-10, 2026
Proceso de selección del talento humano y su impacto en el desempeño laboral
Human talent selection process and its impact on work performance
Cristhian Alejandro Choez-Atty
Magda Francisca Cejas-Martínez
3
candidate must meet. This requisition serves as a basis for guiding the search for suitable
candidates and selecting the most appropriate recruitment sources.
In this process, organisations can opt for internal, external or a combination of both recruitment
strategies; the choice of strategy has a decisive influence on the effectiveness of the overall
selection process, as it conditions the quality of the group of candidates and their alignment with
organisational objectives, which in turn has an impact on institutional performance and results
(Alhassan & Alhassan, 2025). After completing the recruitment process, the selection stage
begins, in which the applicants who best fit the previously defined profile are evaluated. This
phase ensures consistency between the requirements of the position and the skills of the
applicants, promoting better alignment with institutional objectives. The process begins with a
pre-selection stage, which acts as an initial filter to identify the candidates with the greatest
potential for fit.
Subsequently, the selection process incorporates the application of objective assessment
techniques, including structured interviews, knowledge tests, psychometric evaluations, and
verification of employment history. In this context, competency-based selection has become
increasingly relevant in recent years due to its ability to anticipate future performance based on
the systematic analysis of observable behaviours and previous experiences of the candidate.
This approach allows for a better match between individual competencies and job requirements,
strengthening the quality of hiring decisions and organisational performance (Alhassan &
Alhassan, 2025). Within this set of techniques, the job interview remains a fundamental tool and
usually takes place in three stages: beginning, middle and end... This dynamic makes the
interview a two-way process where both the organisation and the candidate can assess the
suitability of a possible relationship, thus strengthening the transparency and effectiveness of
the process (Díaz & Rodríguez, 2003).
On the other hand, Assessment Centres function as a broader method, ideal for group
evaluations or processes with many participants; therefore, experience-based interviews such
as Assessment Centres give more solidity and transparency to the selection process. At the
same time, they help organisations identify talent with good potential that is suited to the real
needs of the position. The Assessment Centre. The selection process includes a
comprehensive evaluation system that uses different tools, such as psychological tests,
practical exercises, and group activities. All of this helps to predict how each candidate would
perform in real work situations. To ensure that this method is objective, a team of human
resources professionals, psychologists, and evaluators participates in observing and recording
the behaviour of the applicants. Based on these observations and the agreement among the
evaluators, it is possible to more accurately identify each person's skills and potential, which
facilitates fairer and more informed decisions.
In addition to these assessments, additional steps are included, such as verification of
employment references, which confirms the candidate's experience and behaviour in previous
jobs, and medical examinations, which ensure that the person meets the physical requirements
for the position. These final procedures strengthen the selection process, as they help to ensure
that the chosen worker is truly suited to the position and that the organisation maintains a
responsible image and commitment to the occupational safety and well-being of its staff.
The last part of the process consists of formalising the hiring and organising the employee's file
with all the required documentation. After this, two key moments take place: induction, which
serves to familiarise the new employee with the company, its rules and the way it works; and
socialisation, where the employee begins to adapt to the values and culture of the institution.
This entire process can be evaluated through reports and metrics that allow for reviewing
whether human resources practices are working correctly and, if necessary, making
improvements. Today, the selection process is increasingly focused on a competency-based
model. This approach seeks to identify not only technical knowledge, but also skills, attitudes,
and behaviours that directly influence success in the position.
Revista Multidisciplinaria Perspectivas Investigativas
Multidisciplinary Journal Investigative Perspectives
Vol. 6(2), 1-10, 2026
Proceso de selección del talento humano y su impacto en el desempeño laboral
Human talent selection process and its impact on work performance
Cristhian Alejandro Choez-Atty
Magda Francisca Cejas-Martínez
4
METHOD
The research focuses on analysing the strategies and challenges of the human talent selection
process in the occupational health sector, taking as a case study the company Consulmedik,
located at the following address: Guayaquil Headquarters: Av. Francisco de Orellana 233, Blue
Towers Building, 6th floor, office 605, Ecuador.
To this end, a mixed methodological approach was adopted, combining quantitative and
qualitative techniques in order to obtain a comprehensive view of the problem. As Hernández
and Mendoza (2018) point out, this approach promotes a broad understanding of the
phenomena by articulating numerical and narrative data, allowing for the analysis of the
variables involved, their relationship with staff turnover, and their impact on service quality. The
study is descriptive-correlational in scope, as it seeks to characterise the staff selection process
and analyse its relationship with job performance, without deliberately manipulating the
variables. According to Hernández-Sampieri et al. (2014), this type of study is appropriate when
the aim is to describe phenomena and, simultaneously, identify associations between variables
in real contexts. The research design is non-experimental and cross-sectional, since the
information is collected at a single point in time and the variables are observed as they occur in
their natural environment, which is relevant for organisational diagnostic studies.
The study population consists of the 45 employees who were on the active payroll of the
Consulmedik company at the time of the research. Given that the population size is small and
accessible, no sample calculation was performed; instead, it was decided to work with the entire
population, applying a census. According to Otzen and Manterola (2017), when the population
is small and access to all subjects is available, the use of a census eliminates sampling error
and increases the accuracy of the results, strengthening the internal validity of the study.
Therefore, the research considers the 45 employees as the unit of analysis, a sufficient number
to support valid inferences about the human talent selection process and its impact on work
performance within the company.
The main technique used to collect information was a survey, applied using a structured
questionnaire consisting of 15 items, formulated on a five-level Likert scale, which allowed for
the measurement of perceptions and attitudes related to the selection process, the use of
technical criteria, the suitability of the job profile, and its influence on job performance.
According to Likert (1932), this type of scale is appropriate for evaluating attitudinal constructs in
social and organisational studies. In addition, open-ended questions and semi-structured
interviews with key employees were incorporated in order to delve deeper into qualitative
aspects that complement the quantitative information.
The reliability of the instrument was assessed using Cronbach's alpha coefficient, obtaining a
value of 0.967, which shows an excellent level of internal consistency. According to Taber
(2018), alpha values above 0.90 indicate high reliability of the instrument, reflecting consistency
between items and precision in the measurement of the construct analysed. In other words, the
coefficient obtained reflects stability and precision in the measurement, supporting the validity of
the results obtained (Oviedo & Campo-Arias, 2005).
The quantitative data collected were processed using SPSS (Statistical Package for the Social
Sciences) software, through which descriptive and correlational analyses were performed to
identify trends, frequencies, and significant relationships between the study variables. The
qualitative data, meanwhile, were analysed using coding and thematic categorisation
techniques, which facilitated a comprehensive interpretation of the strengths and weaknesses of
the human talent selection process at Consulmedik.
RESULTS
Descriptive results of the study variables
This section presents the descriptive results of the variables analysed in the study,
corresponding to the human talent selection process and staff performance at Consulmedik,
with the aim of characterising the general behaviour of employees' perceptions.
Revista Multidisciplinaria Perspectivas Investigativas
Multidisciplinary Journal Investigative Perspectives
Vol. 6(2), 1-10, 2026
Proceso de selección del talento humano y su impacto en el desempeño laboral
Human talent selection process and its impact on work performance
Cristhian Alejandro Choez-Atty
Magda Francisca Cejas-Martínez
5
Human talent selection process
The human talent selection process was evaluated using items P1 to P7. The descriptive results
showed a mean of 2.49 (standard deviation = 0.87), reflecting a moderate-low perception of the
level of structuring, formalisation and application of selection procedures at Consulmedik (see
Table 1).
Table 1. Descriptive statistics of the human talent selection process.
Variable
Mean
Standard deviation
Human talent selection process
2.49
0.87
Note: Prepared internally based on the results of the study.
Additionally, the percentage distribution of responses shows that most items are concentrated in
the neutral and disagree categories, especially those related to the formalisation of the process,
the use of objective criteria, and training in the Human Resources area (see Figure 1). This
behaviour reinforces the overall result obtained for this variable.
Figure 1. Results on human talent selection processes
Note: Prepared internally based on the study results
The descriptive results showed an average of 2.49 (Standard Deviation = 0.87), reflecting a
moderate-low perception of the level of structuring, formalisation, and application of selection
procedures at Consulmedik. Therefore, it can be generally inferred that employees recognise
the existence of practices associated with competency-based selection and the use of objective
criteria; however, the values obtained suggest that these procedures are not applied in a
completely consistent or systematic manner in all cases.
Staff work performance
Staff job performance was assessed using items P8 to P15, whose descriptive results showed a
mean of 2.46 and a standard deviation of 0.90, indicating a moderate perception of the level of
job performance of employees in that company in aspects related to job fulfilment, productivity,
organisational commitment and service quality (see Table 2).
4%
2%
4%
2%
4%
4%
9%
7%
9%
9%
11%
7%
11%
4%
44%
40%
38%
40%
36%
40%
31%
20%
33%
24%
29%
33%
29%
42%
24%
16%
24%
18%
20%
16%
13%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Q7. Training in modern selection techniques
P6. Efficiency in selection times
P5. Compatibility with organisational culture
P4. Verification of employment references
P3. Objective evaluation criteria
P2. Assessment of technical and soft skills
P1. Formal and documented selection process
I completely agree Agreed Neutral Disagree Strongly disagree
Revista Multidisciplinaria Perspectivas Investigativas
Multidisciplinary Journal Investigative Perspectives
Vol. 6(2), 1-10, 2026
Proceso de selección del talento humano y su impacto en el desempeño laboral
Human talent selection process and its impact on work performance
Cristhian Alejandro Choez-Atty
Magda Francisca Cejas-Martínez
6
Table 2. Descriptive statistics of staff job performance.
Variable
Mean
Standard deviation
Staff performance
2.46
0.90
Note. (F) Frequency (%) Percentage value
In this same context, the percentage distribution of responses shows that, for most items, the
neutral and disagree categories predominate (see Table 4). This behaviour is particularly
evident in indicators related to periodic performance evaluation, the use of results for
improvement processes, and the perception of the impact of human talent selection on
productivity and customer satisfaction.
Figure 2. Percentage distribution of responses on staff performance
Note: Prepared by the authors based on the study results
Correlation analysis between variables
In order to determine the relationship between the human talent selection process and staff
performance at Consulmedik, a correlation analysis was applied using Spearman's Rho
coefficient, considering that the variables were measured using Likert scales and that the study
has a non-experimental design.
For this analysis, global indices were used, constructed from the means of the items
corresponding to each variable (v1 and v2): human talent selection process (P1–P7) and staff
job performance (P8–P15).
The results showed a high and statistically significant positive correlation between both
variables (ρ = 0.788; p < 0.01), indicating that the higher the levels of structuring, formalisation,
and application of human talent selection processes, the higher the perceived levels of staff
performance within the organisation.
Revista Multidisciplinaria Perspectivas Investigativas
Multidisciplinary Journal Investigative Perspectives
Vol. 6(2), 1-10, 2026
Proceso de selección del talento humano y su impacto en el desempeño laboral
Human talent selection process and its impact on work performance
Cristhian Alejandro Choez-Atty
Magda Francisca Cejas-Martínez
7
Table 1 . Correlation between the human talent selection process and job performance.
v1
v2
Spearman's
Rho
v1: Human talent
selection
process
Correlation coefficient
1.000
0.788**
Sig. (two-tailed)
.
0.000
N
45
45
v2: Staff work
performance
Correlation coefficient
0.788**
1.000
Sig. (two-tailed)
0.000
.
N
45
45
Note: **. The correlation is significant at the 0.01 level (bilateral).
These results establish that there is a direct and consistent relationship between both variables,
demonstrating that the human talent selection process is a relevant factor associated with the
work performance of Consulmedik employees.
DISCUSSION
The results of the study show that the human talent selection process at Consulmedik has a
moderate-low rating (Mean = 2.49; Standard deviation = 0.87), suggesting the existence of
formal procedures and practices associated with competency-based selection which, however,
are not applied consistently or systematically in all cases. This situation is consistent with the
findings of González and Cruz Manzano (2021), who identify that in many organisations,
selection processes exist on paper but have weaknesses in terms of standardisation and
internal communication, which limits their actual effectiveness on staff performance.
Likewise, the percentage distribution of responses shows a significant concentration in the
neutral and disagree categories on key aspects such as the formalisation of the process, the
use of objective criteria, and training in the Human Resources area. These findings coincide
with the views of Morejón and Barcia (2024), who highlight that the lack of ongoing training for
staff responsible for selection and the partial application of modern recruitment techniques affect
the quality of hiring decisions, especially in public sector and service organisations.
In relation to staff performance, the results indicate a moderate perception of job performance
(M = 2.46; SD = 0.90) in dimensions such as job fulfilment, productivity, organisational
commitment, and service quality. This finding is consistent with the findings of Minaya-Serna et
al. (2024), who argue that human talent management has a direct impact on job performance, to
the extent that selection, evaluation, and development processes are articulated within a
strategic vision of the organisation.
The central finding of the study corresponds to the high and statistically significant positive
correlation identified between the human talent selection process and staff performance (ρ =
0.788; p < 0.01). The magnitude of this coefficient demonstrates a strong relationship between
the two variables, indicating that improvements in the structure, objectivity and application of the
selection process are directly associated with higher levels of job performance among
Consulmedik employees. This result empirically confirms the findings of Vilca (2024), who
demonstrates that competency-based management allows for a better person-job fit, which
translates into more efficient and consistent performance. Similarly, Casavilca et al. (2023)
show that comprehensive human talent management, based on structured and competency-
oriented selection processes, contributes significantly to improving job performance and
organisational productivity.
Likewise, the high correlation coefficient found (ρ = 0.788) reinforces the proposal of Minaya-
Serna et al. (2024), who point out that human talent selection is a strategic axis within
organisational management, as it conditions commitment, productivity and service quality. In
this sense, the results of this study confirm that personnel selection should not be approached
as an isolated administrative procedure , but rather as a process that determines job
performance.
The high correlation found in this study suggests that, to the extent that Consulmedik
strengthens its managerial approach and consolidates its selection practices, it will be able to
Revista Multidisciplinaria Perspectivas Investigativas
Multidisciplinary Journal Investigative Perspectives
Vol. 6(2), 1-10, 2026
Proceso de selección del talento humano y su impacto en el desempeño laboral
Human talent selection process and its impact on work performance
Cristhian Alejandro Choez-Atty
Magda Francisca Cejas-Martínez
8
generate sustained improvements in staff performance. In this regard, Macías and García
(2025) point out that a coherent organisational culture oriented towards talent development
enhances the positive effects of human management processes. In the case of Consulmedik,
the moderate-low perception of the selection process could be linked to the need to reinforce an
organisational culture that promotes continuous training, objective evaluation and strategic
alignment of human talent.
The results of the study show that the human talent selection process at Consulmedik has
significant limitations in terms of its structure, consistency, and systematic application. This
situation suggests that the selection process operates more as an administrative requirement
than as a strategic mechanism aimed at ensuring the suitability of new staff. This finding is
consistent with the observations of González and Cruz (2021), who note that, in various
organisations, selection processes are formally established but lack standardisation and
effective communication, which reduces their real impact on staff performance.
Likewise, the percentage distribution of responses shows a significant concentration in the
neutral and disagree categories on key aspects such as the formalisation of the process, the
use of objective criteria, and training in the Human Resources area. These findings coincide
with the views of Morejón and Barcia (2024), who highlight that the lack of ongoing training for
staff responsible for selection and the partial application of modern recruitment techniques affect
the quality of hiring decisions, especially in public sector and service organisations. In relation to
the variable of staff performance, the results show that employees fulfil their basic functions;
however, opportunities for improvement are identified in key areas such as organisational
commitment, productivity, and service quality. In this regard, Minaya-Serna et al. (2024) point
out that job performance is strengthened when staff selection, evaluation, and development
processes are articulated within a strategic vision of human talent management, which is not
always evident in the context analysed.
The main contribution of the study lies in the close relationship identified between the human
talent selection process and staff performance, which allows us to affirm that both variables are
deeply interconnected. From an interpretative approach, this relationship shows that
weaknesses in staff selection translate into subsequent difficulties in work performance,
affecting aspects such as adaptation to the job, operational efficiency and service quality. This
result supports the findings of Vilca (2024), who highlights that competency-based management
promotes a better fit between the person and the job, generating a positive impact on
performance and job stability. Similarly, Casavilca et al. (2023) argue that comprehensive
human talent management, based on structured and competency-oriented selection processes,
contributes significantly to improving job performance and organisational productivity.
Furthermore, the study's findings confirm the position of Minaya-Serna et al. (2024), who
consider that human talent selection is a strategic axis within organisational management,
insofar as it conditions the level of commitment, productivity and quality of service offered by
employees. In the case of Consulmedik, the results suggest that personnel selection should not
be conceived as an isolated or merely operational process, but rather as a key component for
strengthening job performance and achieving institutional objectives. The relationship observed
between the variables also highlights the influence of contextual factors, such as organisational
culture, on the effectiveness of selection processes and their impact on performance. In this
regard, Macías and García (2025) point out that a organisational culture focused on human
talent development enhances the positive effects of personnel management. In this sense, the
moderate-low perception of the selection process at Consulmedik could be associated with the
need to strengthen an organisational culture that promotes continuous training, objective
performance evaluation, and the strategic alignment of human talent with institutional objectives.
CONCLUSION
The human talent selection process at Consulmedik receives a moderate-low rating, which
shows that formal procedures aimed at competency-based selection are in place; however,
these procedures are not applied consistently or systematically in all cases. In particular,
weaknesses have been identified in relation to the formalisation of the process, the consistent
Revista Multidisciplinaria Perspectivas Investigativas
Multidisciplinary Journal Investigative Perspectives
Vol. 6(2), 1-10, 2026
Proceso de selección del talento humano y su impacto en el desempeño laboral
Human talent selection process and its impact on work performance
Cristhian Alejandro Choez-Atty
Magda Francisca Cejas-Martínez
9
use of objective criteria and the training of the Human Resources department, which limits the
full use of selection as a strategic organisational management tool.
Regarding the job performance of Consulmedik staff, the results reflect a moderate perception,
indicating that employees adequately fulfil their duties and responsibilities. However, there are
opportunities for improvement associated with periodic performance evaluations and the
strategic use of their results for training, professional development, and continuous
improvement processes, which are fundamental elements for strengthening performance and
organisational commitment.
Statistical analysis established a high and statistically significant positive relationship between
the human talent selection process and staff job performance, confirming that greater structure,
objectivity, and consistency in selection processes are directly associated with better levels of
job performance at Consulmedik. In this regard, it is concluded that strengthening the selection
process is a key factor in improving organisational performance, productivity and service quality,
consolidating it as a strategic component for human talent management in the organisation.
FINANCING
Non-monetary
CONFLICT OF INTEREST
There is no conflict of interest with individuals or institutions linked to the research.
ACKNOWLEDGEMENTS
To the Santa Elena Peninsula State University.
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Multidisciplinary Journal Investigative Perspectives
Vol. 6(2), 1-10, 2026
Proceso de selección del talento humano y su impacto en el desempeño laboral
Human talent selection process and its impact on work performance
Cristhian Alejandro Choez-Atty
Magda Francisca Cejas-Martínez
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Copyright: 2026 By the authors. This article is open access and distributed under the terms and conditions of
the Creative Commons Attribution-NonCommercial-ShareAlike 4.0 International Licence (CC BY-NC-SA 4.0).
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