TALENT MANAGEMENT: BETWEEN PERFORMANCE AND DEMOTIVATION

Abstract

This research is motivated by the bureaucracy not easily adapting to changes in the industrial era. The bureaucratic condition makes the organization not driven by the best people so that performance and public services are low. This does not rule out the possibility of causing demotivation or a decrease in morale in certain employees or employees who have potential and competence but are disadvantaged in the talent pool process, so the purpose of this study is to formulate Criteria for the Implementation of Talent Management that can improve employee performance but does not have an impact on employee demotivation. The method used is a qualitative approach using a descriptive writing method. Data processing uses Milles and Huberman's interactive model, including data reduction, data presentation, analysis, and conclusion drawn. The conclusion in this study is that the implementation of good talent management is focused on commitment, cultivating a talent mindset, integrity and ethics from the leaders of the organization and all its ranks, implementation strategies that lead to objective superior talents with an adaptive approach, competency development with a career digitalization system and the implementation of talent management evaluation.