Talent management in the context of the gig economy and project-based employment

Abstract

The relevance of the study is обусловлена the transformation of the labor market under the influence of the gig economy and project-based employment, which is accompanied by changes in the nature of labor relations, the expansion of flexible work formats, and the increasing importance of individual employee effectiveness. Under such conditions, traditional approaches to talent management lose their effectiveness, which necessitates their reconsideration in line with new organizational and behavioral parameters. The aim of the study is to substantiate the theoretical and applied foundations of talent management in the context of the spread of the gig economy and project-based employment, taking into account the transformation of labor relations and the growing role of individual employee performance. Methods. General scientific and special research methods were used, including analysis and synthesis to generalize theoretical approaches, systematization to identify key characteristics and tools of talent management, and logical generalization to substantiate practical recommendations. Results. The study has established that talent management in modern conditions acquires a result-oriented character and is based on the alignment of task parameters, employee competencies, and evaluation tools. Key factors for effective attraction and utilization of talents have been identified, including clarity of task formulation, access to relevant information, digital coordination, and the use of reputation-based selection mechanisms. It has been proven that the application of modern tools, such as goal setting, key performance indicators, multi-source evaluation, and digital project management systems, ensures increased individual performance and transparency of task execution. The main problems have been identified, including difficulties in assessing individual contribution, instability of motivational mechanisms, reduced controllability, and fragmentation of professional development. The conclusions substantiate the feasibility of transitioning to a result-oriented talent management model, which involves the standardization of management processes, integration of digital tools, and formation of mechanisms for reproducibility of results in a project environment. Prospects for further research are associated with the development of methodological approaches to measuring individual contribution, improvement of motivational models in flexible employment conditions, and evaluation of the efficiency of human resource utilization considering transaction costs and digitalization of management.