Measuring the Impact of Digital Talent Management on Human Capital Development in Egyptian Telecommunication Companies

Reda Moselhi Ahmed Ismail

doi:10.64190/abj.1.1.2026.7

Reda Moselhi Ahmed Ismail

https://doi.org/10.64190/abj.1.1.2026.7

Issue
Vol. 1, No. 1, January, 2026

Submitted
November 6, 2025

Accepted
November 11, 2025

Published
November 11, 2025

Keywords:

Digital Talent Management, Human Capital, Telecommunication Companies, Cairo

PDF XML

Abstract

This research aims to examine the impact of digital talent management on the development of human capital within telecommunication companies operating in Greater Cairo. The study population included administrative leaders at top, middle, and executive levels across four major companies: Vodafone, Orange, Telecom Egypt, and Etisalat Misr. A stratified random sampling method was employed, resulting in 320 valid responses. The research adopted a descriptive–analytical approach, with a structured questionnaire as the primary data collection instrument. Results indicated that digital talent management significantly contributes to the development of human capital, evidenced by a regression coefficient of β = 0.455, R² = 0.207, and p < 0.01. Specifically, the findings highlighted that digital talent management positively influences the enhancement of digital and technical skills, knowledge sharing practices, and the innovative capacity of employees. Based on these results, the study recommends that telecommunication companies prioritize strengthening their digital talent management strategies. This includes focusing on attracting highly skilled professionals, developing their competencies, and retaining top talent, all of which are critical to fostering sustainable organizational growth, enhancing competitiveness in the market, and ensuring the effective utilization of human capital in line with the demands of the evolving digital environment.

Full text article

Generated from XML file

References

First - References in Arabic:

1. Hassan, Mohammed. (2022). The impact of digital transformation in human resource management on skill and competency development. Egyptian Journal of Management Studies, 8 (2), 77–94.

2. Suleiman, Rami. (2023). The impact of using artificial intelligence technologies in talent attraction and development processes on organizational efficiency. Arab Journal of Human Resource Management, 5 (2), 67–85.

3. Abdel Ghaffar, Hassan; Ahmed, Nader; and Ali, Sami. (2024). The integration between digital talent management and big data analytics in developing human capital within Egyptian telecommunications companies. Journal of Digital Human Resources and Communications, 2 (2), 45–63.

4. Abdel Ghaffar, Hassan; El-Sayed, Mohamed; and Fathy, Rami. (2023). Digital talent management strategies and human capital indicators in Egyptian telecommunications companies. Middle Eastern Journal of Human Resource Studies, 6 (1), 12–29.

5. Mahmoud, Ahmed. (2021). The impact of digital talent management systems on organizational innovation development. Journal of Innovation and Technology Management, 9 (3), 33–50.

6. Al-Najjar, Ahmed. (2022). The role of digital educational platforms in enhancing innovation skills among employees. Journal of Educational Technology and Human Development, 4 (3), 55–70.

Second - References in English:

1. Al-Mansoori, H., & Zhang, L. (2023). The role of digital learning platforms in accelerating skill acquisition and reducing skill gaps in emerging telecom markets. Journal of Emerging Technologies in Telecommunications, 12 (3), 45-62.

2. Bamel, U., Bamel, N., & Sahay, V. (2023). Linking human capital and organizational performance: A meta-analytical review. Human Resource Management Review, 33 (1), 100876.

3. Bashir, M., & Farooq, R. (2022). The impact of human capital on organizational agility: A moderated mediation model. Journal of Knowledge Management, 26 (1), 120–142.

4. Bondarouk, T., Harms, R., & Lepak, D. P. (2022). Does e-HRM contribute to HRM effectiveness? Evidence from a meta-analysis. International Journal of Human Resource Management, 33 (13), 2680–2709.

5. Chen, Y., Li, X., & Kumar, R. (2024). Evaluating digital talent management strategies in telecommunications firms: Impacts on efficiency, effectiveness, and talent retention. International Journal of Human Resource Studies, 14 (1), 23-41.

6. Egyptian National Telecom Regulatory Authority. (2024). Annual Report 2024. https://www.ntra.gov.eg

7. Etisalat Misr. (2024). Annual Corporate Report 2024. https://www.etisalat.eg

8. Guenole, N., Ferrar, J., & Feinzig, S. (2022). The power of people: Learn how successful organizations use workforce analytics to improve business performance. Pearson Education.

9. International Telecommunication Union (ITU). (2023). Measuring digital development: Facts and figures 2023. ITU Publications.

10. Kaur, P., & Singh, S. (2022). Integrating big data analytics with digital talent management: Effects on recruitment quality and employee loyalty. Journal of Strategic Human Resource Management, 10 (4), 55-70.

11. Ministry of Communications and Information Technology (MCIT). (2024). Egypt ICT indicators annual report 2024. MCIT Egypt.

12. Ministry of Communications and Information Technology. (2024). Digital economy and ICT sector report. https://www.mcit.gov.eg

13. Sharma, R., & Singh, P. (2022). Artificial intelligence in talent management: A path to workforce agility. Human Resource Development International, 25 (3), 289-308.

14. Vodafone Egypt. (2024). Corporate and Digital Strategy Report 2024. https://www.vodafone.com.eg

15. World Bank. (2023). Egypt Digital Economy Assessment. World Bank Group.

1. Younas, S., Hassan, M., & Khalid, M. (2023). Digital talent management and innovation: The mediating role of learning culture. Asia Pacific Journal of Human Resources, 61 (1), 55-74.

17. Bondarouk, T., & Brewster, C. (2016). Conceptualising the future of HRM and technology research. The International Journal of Human Resource Management, 27(21), 2652-2671. https://doi.org/10.1080/09585192.2016.1232296 DOI: https://doi.org/10.1080/09585192.2016.1232296

18. Marler, J. H., & Parry, E. (2021). The role of technology in managing HR integration: A focus on communication and collaboration. International Journal of Human Resource Management, 32(1), 123-146. https://doi.org/10.1080/09585192.2020.1837951

Authors

Reda Moselhi Ahmed Ismail

https://orcid.org/0000-0002-1485-9241

Redaahmed_2008@yahoo.com (Primary Contact)

Author Biography

Reda Moselhi Ahmed Ismail

Dr. Reda Moselhi Ahmed Ismail
PhD in Business Administration
Human Resources Management
redaahmed_2008@yahoo.com

Ismail, R. M. A. (2025). Measuring the Impact of Digital Talent Management on Human Capital Development in Egyptian Telecommunication Companies. Arado Business Journal, 1(1), 97–124. https://doi.org/10.64190/abj.1.1.2026.7

Download Citation

This work is licensed under a Creative Commons Attribution-NonCommercial 4.0 International License.

Introduction

In recent years, rapid globalization, along with disruptive technological innovations, has brought about radical transformations in business environments across various sectors. Emerging technologies, such as Artificial Intelligence (AI), big data analytics, cloud computing, and 5G communication networks, have redefined organizational strategies and shaped the nature of work (Guenole, Ferrar, & Feinzig, 2022).

These global and technological shifts have led to the emergence of modern concepts and systems in human resource management, with an increasing focus on developing and enhancing human capital to meet the demands of the growing digital economy (Al Mehrzi & Singh, 2020). Consequently, the traditional view of employees as operational resources has evolved into seeing them as strategic assets, with their knowledge, creativity, and adaptability being essential to maintaining competitive advantage in dynamic markets (Del Giudice et al., 2021).

Human capital (HC), which includes the skills, competencies, and innovative potential of the workforce within an organization, plays a crucial role in enabling organizations to respond to technological changes, competitive pressures, and rapidly changing market needs (Bamel et al., 2023). Effective human capital development through continuous learning, skill requalification, and capacity building is imperative for organizations aiming to achieve innovation, agility, and sustainable performance (Maimon et al., 2020). In today’s knowledge-based economy, effective human capital development not only enhances operational capabilities but also strengthens organizational resilience, enabling companies to adapt and thrive in uncertainty (Bashir & Farooq, 2022).

In this context, Digital Talent Management (DTM) has emerged as a strategic approach to human resource management that integrates advanced digital tools into the processes of attracting, developing, engaging, and retaining talent (Bondarouk et al., 2022). By leveraging AI-supported recruitment, cloud-based Learning Management Systems (LMS), and predictive analytics, DTM enables organizations to tailor employee development, improve workforce planning, and enhance decision-making based on real-time data (Parry et al., 2019). Thus, it directly contributes to building and sustaining human capital in alignment with organizational goals.

The relationship between digital talent management and human capital development is particularly significant in sectors characterized by rapid technological change—such as telecommunications—where innovation, agility, and customer focus are critical for survival. In Egypt, telecommunication companies are among the most dynamic sectors in the national economy, serving as both enablers of infrastructure and drivers of digital innovation. The adoption of advanced technologies such as 5G and the Internet of Things (IoT), and cloud services amplifies the strategic importance of effectively managing and developing talent in digital contexts.

Therefore, this research seeks to measure the impact of digital talent management on human capital development in Egyptian telecommunication companies through a descriptive analytical field study. The results are expected to provide theoretical insights and practical recommendations for leveraging digital talent management as a strategic lever to enhance human capital in this sector.

Theoretical Framework and Previous Studies

Digital Talent Management (DTM)

Bondarouk & Brewster (2016) and Marler & Parry (2021) define Digital Talent Management (DTM) as the integration of human resource management practices with digital technologies—including AI, big data analytics, cloud computing, and social media platforms—to attract, develop, engage, and retain talent in a fast-evolving business environment. Unlike traditional talent management, DTM leverages data-driven insights and automation to deliver flexible, personalized, and scalable talent strategies aligned with digital transformation objectives.

In this research, based on previous studies (Sharma & Singh, 2022; Younas et al., 2023), DTM is analyzed through the following dimensions, which directly align with the framework used to test the hypotheses of this research:

Digital Talent Attraction:Utilizing AI-driven recruitment tools, online recruitment platforms, and employer branding to attract qualified candidates.
Digital Talent Development:Leveraging e-learning systems, virtual training programs, and continuous digital skill development initiatives.
Digital Talent Retention:Applying analytics, digital engagement platforms, and recognition systems to reduce employee turnover and maintain high-performing employees.

DTM enhances efficiency by automating repetitive HR tasks, supports data-driven decision-making through real-time analytics, improves employee experience through personalized HR services, and provides scalability to adapt to workforce changes. However, this management faces challenges such as data privacy risks, the need for digital skills among HR staff, and resistance to shifting from traditional HR practices (Collings et al., 2019).

Human Capital Development

Human capital development is defined as the systematic process of enhancing employees’ skills, knowledge, capabilities, innovative potential, engagement, and adaptability to improve individual productivity and overall organizational performance (Becker, 2020).

Aligned with the research framework, human capital is measured through five interconnected dimensions that collectively form the dependent variable and the basis for testing the research hypotheses:

Skills Development:Enhancing technical, managerial, and personal competencies to meet evolving job requirements.
Knowledge Development:Promoting the acquisition, creation, and dissemination of organizational knowledge.
Innovation Development:Empowering employees to generate, adapt, and apply innovative ideas to improve work processes and outputs.
Employee Engagement and Retention:Enhancing employees’ emotional commitment, motivation, and proactive contributions to achieving organizational goals.
Employee Flexibility:Enhancing employees’ ability to quickly adapt their skills, behaviors, and methodologies in response to changing job requirements and external challenges.

From the above, it is clear that human capital development plays a pivotal role in improving organizational performance, maintaining competitive advantage, and ensuring long-term sustainability, especially in volatile work environments (Albrecht et al., 2015; Wright & McMahan, 2011). Organizations that invest in developing their workforce are better positioned for innovation, market responsiveness, and operational agility. However, this process faces numerous challenges, including skill gaps, resistance to change, resource limitations, and rapid technological shifts (Shuck et al., 2021). Addressing these challenges is essential for

.....

Read Counter : 59 Download : 35

Share Now

Measuring the Impact of Digital Talent Management on Human Capital Development in Egyptian Telecommunication Companies

Abstract

Full text article

References

Authors

Reda Moselhi Ahmed Ismail

Similar Articles

Related Articles based on the article keywords

Address

Contact

Article Sidebar

Abstract

Full text article

References

Authors

Reda Moselhi Ahmed Ismail

Article Details

Similar Articles

Related Articles based on the article keywords

Address

Contact