The Direct Negotiation Method in Human Talent Management

This study assesses the relationship between the pillars of the Direct Negotiation Method (DNM) and the effectiveness of Human Talent Management (HTM). Using a quantitative exploratory approach, a 5-point Likert scale questionnaire was applied to a non-probabilistic sample of 91 subjects. Using Exploratory Factor Analysis (EFA) and Linear Regression techniques, our findings indicate that the dimensions: interests, options, and objective criteria explain 31.4% of the HTM effectiveness. While the dimension of people was not found directly significant, it is inferred to be embedded within the other three dimensions. Theoretical contribution lies in this being the first study to seek whether there is a significant relationship between the pillars of DNM and the effectiveness of HTM. The practical contribution of this study lies in providing organizations with empirical insights to optimize negotiation strategies, making HRM processes more structured and effective. By integrating negotiation principles into talent management, organizations can foster better agreements, leading to improved employee satisfaction, motivation, and retention. From a social perspective, the study underscores the role of structured negotiation in creating a more harmonious work environment, reducing workplace conflicts, and enhancing collaboration. Strengthening negotiation capabilities within HRM can lead to fairer, more transparent human resource practices, ultimately contributing to employee well-being and long-term organizational success.