Talent management: from HR Cost to HR Investment

The development of an increasingly uncertain era, commonly referred to as the Volatility, Uncertainty, Complexity, and Ambiguity (VUCA) era, demands that every organisation creates significant added values through competitiveness, innovation, and a long-term growth (Azeem et al., 2021). One of the challenges faced by organisations today is the willingness to shift paradigms related to talent management. Often, humanresource management is perceived merely as an expense to be minimised rather than being viewed as a long-term strategic investment that can strengthen the financial health of a company. A principle that every organisation must understand is a recognition that individuals within the organisation play a crucial role in the effectiveness and success of sustainable strategies (Opoku-Dakwa et al, 2018). Talent management, which needs to be developed by organisations within the financial system, is commonly referred tc as intellectual capital. This intellectual capital is an asset owned by the organisations stemming from the knowledge, skills, and the expertise of individuals within them. Additionally, intellectual capital can include intangible assets, such as trademarks, customer relationships, or business partnerships (Morley et al., 2015). Therefore, this paper will focus on how to enhance intellectual capital through investment strategies in talent management.