СТРАТЕГІЇ РЕКРУТИНГУ ТАЛАНОВИТИХ ПРАЦІВНИКІВ У КОНТЕКСТІ УПРАВЛІННЯ ТАЛАНТАМИ

Introduction. An important task for a company seeking to maintain or improve its competitive position in the market is the effective management of talented employees. This article examines the issue of recruiting talented workers as a key element of the talent management process. Purpose. The aim of the article is to identify strategies for recruiting talented employees and to analyze the conditions for their implementation in the context of talent management. Methods. The following research methods are applied: analysis and synthesis of scientific literature, systematization, and theoretical generalization. Results. It has been established that a talented employee is a person who combines innate abilities with a desire for continuous development, expanding knowledge, and gaining experience. The uniqueness of talented employees lies in the fact that they are a rare “resource,” making their supply and availability limited. In this situation, companies are forced to search for increasingly effective methods of attracting and retaining such employees. A modern talented employee is mobile, independent, less modest, has many choices, and thus more power. They seek new meaning in life, expect respect and personal development. It is proven that recruitment is a complex of joint activities involving both the search and selection of personnel. The dilemma between internal and external recruitment, in regard to talented employees, is reflected in talent management strategies. It is substantiated that a process-oriented strategy is a well-established system that enables a company to quickly and effectively find the right people to achieve its goals. Such a strategy helps HR management become a full participant in the business mechanism. In a process-oriented strategy, recruitment is closely aligned with the overall company strategy. The talent acquisition configuration strategy views recruitment as a complex system that must be adapted to the specifics of the business, depending on the company's business model, organizational culture, strategic goals, types of competencies, and the labor market. That is, there is no single “universal” model for attracting talent — each company should develop its own configuration based on elements important to candidates for a given position. Conclusion. Before initiating external recruitment, companies should assess their internal human potential by aligning employees’ experience and aspirations with the evolving needs of both the external and internal environment.