13

REVISTA INNOVA ITFIP, 9 (1). 12-27. DIC. 2021

Retención y Seguimiento del Talento Humano, se evidencian estos procesos en acciones mínimas

en algunos hoteles, ya que, son asumidos por personal de una forma empírica e intuitiva. Se

concluye

que,

la empresa

hotelera,

no

dispone

de

esfuerzos

direccionados

hacia una

GTH

que

viabilice

una

cultura

competitiva,

se

piensa

muy

local

y

no

se

atienden

las

potencialidades

organizacionales de los ejes turísticos.

Palabras clave: estrategias, hoteles, prácticas, procesos, talento humano

Abstract

The

practices

correspond

to

actions

that

organizations

use

to

develop

their

processes

in

t he

management

of

human

talent.

For

organizations,

practices

correspond

to

key

strategic

factors,

which

allow

a

positive

relationship

between

the

company

and

its

workers,

and

achieve

organizational objectives, especially in those companies where the demand

for services is very

demanding and deserves the ideal human capital to supply the needs of your services. For all the

above, the study of Human Talent Management Practices in the Hotel Companies of Sincelejo,

Sucre, was carried out. The main objective was to describe GTH practices in companies in the hotel

sector in the city of Sincelejo (Sucre). For this, the theoretical contributions of Montoya, Rivera

and

Vela

(2014)

were

taken;

Chiavenato

(2009);

Calle,

Lazos

and

Granados

(2018);

Méndez

(2017),

among

others.

With

a

Mixed

approach

and

descriptive

transversal

non-experimental

design, a questionnaire-type survey and semi-structured interview were carried out in 25 hotels in

the city. The Questionnaire consists of 38 statements, addressed to managers, admini strators or

personnel in charge of the hotels. As more relevant results, it was found that the hotel companies

of the city of Sincelejo the processes of Integration, Development, Retention and Monitoring of

Human Talent, these processes are evidenced in minimal actions in some hotels, since they are

assumed by staff in a way empirical and intuitive. It is concluded that, the hotel company, does not

have efforts directed towards a GTH that makes a competitive culture viable, it thinks very local

and the organizational potentialities of the tourist axes are not addressed.

Keywords: strategies, hotels, practices, processes, human talent

Introducción

Hoy en día es necesario contar con procesos de (GTH), de ahora en adelante: gestión de talento

humano,

los

cuales

deben

ser

actualizados

y

de

vanguardia.

Actividades

que

se

adecúen

a

las

exigencias del entorno empresarial, que cada vez es más exigente, puesto que, variables políticas,