Consultoría para el diseño de un modelo de gestión para la fidelización del capital humano de la contraloría general de Antioquia

Abstract

The objective of this research was to design a management model aimed at fostering human capital loyalty within the Office of the Comptroller General of Antioquia, recognizing employees as the institution’s main asset. Their motivation, commitment, and sense of belonging directly influence the efficiency of fiscal oversight. The study identified weaknesses in human talent management, such as the absence of clear motivation policies, the lack of professional development plans, and an unfavorable organizational climate. Additional factors, including perceptions of corruption, insufficient knowledge management, and low alignment with institutional objectives, negatively affect employee commitment. A mixed-method approach was employed, with a non-experimental design and explanatory scope. Surveys were administered to 317 employees to gather perceptions regarding recognition, internal communication, motivation, and opportunities for professional growth. Findings revealed that 42.3% of employees feel fully valued, though communication and development gaps persist. High staff turnover and a negative perception of the institution by users were also noted. Proposed solutions include the implementation of a professional development plan with internal training, job rotation, and mentoring; strengthening organizational communication through dynamic channels and continuous feedback; adopting a hybrid work policy to promote work–life balance; and introducing wellness and emotional salary programs to reinforce motivation and commitment. The study concludes that fostering human capital loyalty is essential to reduce turnover, improve productivity, and strengthen public trust. The proposed management model, based on motivation, communication, professional development, and well-being, represents a strategic path to balance employee satisfaction with institutional efficiency.