Human Capital Strategies in Managing High-Potential Talent in Information and Communication Technology-Based Companies

Abstract

In the era of rapid digital transformation, Information and Communication Technology (ICT)-based companies face increasing pressure to manage high-potential (HiPo) talent strategically. These individuals are essential drivers of innovation, competitiveness, and organizational agility. This study employs a qualitative approach through a systematic literature review to explore human capital strategies specifically designed to identify, develop, and retain HiPo talent in ICT firms. Ten peer-reviewed articles and industry reports published between 2010 and 2024 were selected using structured criteria from academic databases such as Scopus, ScienceDirect, and Google Scholar. The analysis reveals five dominant strategic themes: clear talent identification frameworks, personalized development pathways, digital integration through HR analytics, inclusive and context-sensitive talent practices, and retention strategies aligned with work autonomy and employee values. The findings also highlight a growing trend toward evidence-based decision-making and the use of data-driven systems to anticipate talent needs and mitigate attrition risks. Furthermore, post-pandemic workplace shifts have redefined how ICT firms engage and manage HiPo individuals, emphasizing hybrid models and well-being-oriented cultures. This research contributes to the body of knowledge by synthesizing theoretical frameworks with emerging practical approaches, offering insights for both scholars and practitioners in human capital development. The study also underscores the importance of adapting global talent strategies to local market realities, particularly in emerging economies. Future research is encouraged to conduct empirical investigations, especially in non-Western contexts, to expand understanding and validate strategic models within diverse ICT environments.