Talent management in resource-constrained small and medium-sized enterprises: Strategies for acquisition, retaining, and developing personnel

Aim. The work aimed to examine talent management strategies in resource-constrained small and medium-sized enterprises (SMEs), taking into account effective methods for acquisition, retaining, and developing personnel.

Objectives. The work seeks to analyze the theoretical foundations and practical experience of talent management in SMEs; to identify key issues and constraints related to the SME resource base; to develop tailored strategies to improve the effectiveness of human resource (HR) management in SMEs.

Methods. We used systemic and comparative analysis, reviewed the scientific literature, and examined empirical data from industry research and HR statistics from leading platforms. The study also employed critical analysis and synthesis methods.

Results. The integration of digital tools, development of a corporate culture, and use of nonmaterial motivational mechanisms increase the attractiveness of SMEs as employers. These strategies help reduce staff turnover and improve employee professional development under financial constraints. Low-cost practices (flexible work hours, remote work, mentoring) have proven effective in empirical studies.

Conclusions. A comprehensive approach to talent management, taking into account the specifics of SMEs and resource constraints, is particularly important for the sustainability and competitiveness of organizations. The developed recommendations (personalization of motivation, digitalization of HR processes, and employer branding development) have high practical significance for SME managers and HR specialists. Implementing these strategies enables the effective use of human capital without major financial outlays, while strengthening long-term competitive advantages.

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