Organizations are currently limited in attracting new talented workers, due to constraints of various nature, as identified in the literature. Consequently, it is important that organizations can measure the quality of their human capital to optimize the investment in people development, and in order to create an internal Talent pool. It is assumed a segmented perspective in which the Talent Management (TM) is a kind of architecture between organizational strategy, shaped in the Business Plan, and Talent that allows achieving it. In order to reach it, with more reliability, it becomes necessary to manage its intrinsic risk, through the acceptance or mitigation of inner uncertainty of the decision process, leveraging the return on investment. The purpose of this paper is to introduce indicators that enable organizations identifying their internal Talent, contributing to its policies, processes and practices in a way that they contribute differentially positive, enhancing the competitive advantage of the Organization, assuring its sustainability, in a more proficient manner, leveraged through the use of Business Intelligence systems (BIS). In this sense, Business Intelligence (BI) emerges as a way to facilitate managerial work, through decision support, executive information and management information systems. Therefore, it is needed to have a knowledge based structure to provide and facilitate the transfer and share of know-how, being an important type of systems for data analysis and reporting, providing timely, relevant and easy use of information, improving the quality of planning, the timeless and quality of inputs to the decision process as well as the outputs, using two human resources management (HRM) core processes: Job Design and Performance Appraisal. For the analysis of concepts/processes mentioned above, it was done an intensive literature review, using an inductive, qualitative, method, with an exploratory goal, that allows presenting a conceptual framework showing the interconnections between them, emerging the life cycle sustainability of Business Talent Fit. Therefore, this paper brings a new perspective on the sustainability of internal organizational Talent pool, in a pragmatic way, coupling human resources (HR) processes with BIS, through the use of important data inputs and the information outputs that allows being more proficient in that task, setting up theoretical and managerial contribution.