THE FAILURE OF TRADITIONAL HUMAN RESOURCE MANAGEMENT MODELS: CHALLENGES IN ATTRACTING AND RETAINING TALENT IN A MARKET MARKED BY A SHORTAGE OF FUTURE SKILLS

Abstract

People management faces paradigmatic transformation in the face of scarcity of competencies aligned with future demands, revealing inadequacy of traditional models centered on bureaucratic processes and hierarchical control. This study analyzes, through an exploratory bibliographic approach, the structural challenges that prevent attraction and retention of talent in a dynamic and competitive market context. The methodology encompasses a systematic review of specialized literature, integrating perspectives from authors such as Amorim, Fischer and Comini (2022), Dutra, Dutra and Veloso (2021), and Oliveira, Borges-Andrade and Puente-Palacios (2022), who discuss the inadequacy of conventional practices in the face of contemporary demands. The results show that the failure of traditional models stems from disconnection between the supply of professional development and real market demands, combined with the absence of authentic and culturally aligned engagement strategies. It is concluded that reversing this scenario requires radical reconfiguration of management practices, prioritizing continuous development of competencies, professional autonomy and construction of meaning in work, transforming organizations into environments of permanent learning.