Constructivist approach to talent management in organizations

Introduction. Constructivism believes that within a particular social and cultural context, through interpersonal collaboration and the construction of meaning, supervisors, mentors, and peers shape employee’s experiences. Constructivism can explain the cognitive laws of the process of talent development and management, and what main factors should be included in the ideal environment for the formation of talent in an organization, this determines the relevance of the study.

Goal. To justify and propose a constructivist approach to managing organizational talent.

Materials and methods. Analysis of scientific and methodological literature made it possible to reveal the meaning and content of the concepts “constructivism”, “experience”, “talent management”. The comparison method revealed the fundamental differences between talent management and human resource management. The survey, as an empirical research method, provided an opportunity to explore the development of professional skills of promising managers, taking into account the constructivist approach. System analysis made it possible to formulate the basic principles of a constructivist
approach to talent management.

Results and discussion. As part of a research project to develop the management skills of promising employees of the organization, over 3 months, 36 participants independently formed teams and completed tasks. The difference between collaborative learning among employees of an organization based on the concept of constructivist learning is the creation of a complete team learning method.

Conclusion. As a result, the basic principles of the constructivist approach to talent management for the formation of the necessary social environment of the organization are formulated – these are individualization, multivariance, coherence, emergence, recursiveness, continuity, and cyclical causation. The results of the study are presented, which can be used in the practical activities of managers and conclusions.

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