Studies on human capital, conducted to date, have clearly revealed its importance for organizations. However, its building in the workplace remains less explored. Even research on its model is scarce. In order to understand the variables to be prioritized, a survey of Chadian HRM practitioners and theoreticians was conducted. We deployed the mixed methodology. Data were generated through 11 semistructured interviews and 178 survey. The step-by-step deconstruction approach of the human capital building process, from intake to tenure, was used. The results showed that in the onboarding stage of human capital in an organizational setting, coaching practices foster skills to perform tasks in a structured manner. Then, at the integration stage, coaching practices and investments in training are two levers of efficiency. Finally, in the tenure phase, we found that investments in training do make a difference, but it is mostly experiential opportunities and the agile environment that help build better talent in the workplace. This article is in line with the theory of resources and the theory of skills.