This study aims to generate a human talent business strategy to enhance staffing in CACPROSA, supported by an adequate organizational structure. Through a qualitative approach with case study design and interviews with the four administrative managers of the organization, the current state of staffing, its strengths and weaknesses, the relationship with the organizational structure, and the existing monitoring and evaluation mechanisms were analyzed. The results reveal a predominantly informal human talent management, with the absence of structured job planning, verbal hiring, lack of standardized processes of selection, induction, evaluation and development of personnel. 100% of the interviewees agreed on the urgent need to create an area specialized in human talent management. It is concluded that the lack of a formal structure and clear policies has limited the operational efficiency and development of the staff in CACPROSA, generating reactive and unprofessionalized practices. As a main recommendation, it is proposed to formally create the Human Resources Management area, accompanied by a business strategy that contemplates technical and structured processes in all stages of the human talent management cycle, aligned with a new organizational structure that guarantees efficiency, sustainability and institutional well-being.