SA Journal of Human Resource Management
ISSN: (Online) 2071-078X, (Print) 1683-7584
Page 1 of 19
Original Research
The development of a talent management framework
for the private sector
Authors:
Ebben S. van Zyl1
Rose B. Mathafena2
Joyce Ras1
Affiliations:
1
Department of Industrial
Psychology, University of the
Free State, South Africa
Sasria Insurance Company,
Johannesburg, South Africa
2
Corresponding author:
Ebben van Zyl,
vanzyles@ufs.ac.za
Dates:
Received: 20 May 2016
Accepted: 23 Jan. 2017
Published: 13 Apr. 2017
How to cite this article:
Van Zyl, E.S., Mathafena,
R.B., & Ras, J. (2017). The
development of a talent
management framework for
the private sector. SA Journal
of Human Resource
Management/SA Tydskrif vir
Menslikehulpbronbestuur,
15(0), a820. https://doi.
org/10.4102/sajhrm.
v15i0.820
Copyright:
© 2017. The Authors.
Licensee: AOSIS. This work
is licensed under the
Creative Commons
Attribution License.
Orientation: Talent management is a strategic priority especially for profit-generating
organisations in the private sector. Limited research has been conducted on the theoretical
development of talent management. The need for talent management is also triggered by a
need to align and integrate people management practices with those of the organisation in
order to achieve strategic execution and operational excellence.
Research purpose: The primary aim of the study was to develop a talent management
framework for the private sector. The research proposed to conduct an in-depth exploration of
talent management practices in key and leading organisations already in the mature stages of
talent management implementation in South Africa.
Motivation of the study: There is a need for the development of best practices in talent
management – where talent management strategy is designed to deliver corporate and human
resource management strategies. The formal talent management initiative would be linked
to the human resources management function and will flow vertically from the corporate
strategy-making process.
Research approach, design and method: The modernist qualitative research approach was
applied to the study. Data were collected through semi-structured interviews (18 persons were
interviewed in total). Analytical induction method was instrumental in facilitating the overall
data analysis, while constructivist grounded theory assisted with the operationalisation of the
data analysis.
Main findings: The study has mapped out key dimensions which are essential for the
implementation of talent management. The dimensions of talent management are attraction,
sourcing and recruitment, deployment and transitioning, growth and development,
performance management, talent reviews, rewarding and recognising, engagement and
retention. With each of the above-mentioned dimensions, the activities that are to be carried
out to achieve the outcome of each dimension are specified.
Practical and managerial implications: Role clarifications pertaining to talent management
responsibilities and accountabilities are still unclear in most instances. Early identification of
key role players and articulation of duties will lead to ownership and clear accountabilities for
the successful implementation of talent management.
Contribution/value add: The study brought to light critical factors for organisations in the
private sector to consider for the successful implementation of an integrated, holistic and
comprehensive talent management framework. The proposed framework guides talent
management practices within companies in the private sector by highlighting activities to be
carried out to achieve outcomes per talent management dimension.
Introduction
Key focus of the study
This study focuses on the development of a talent management framework for the private sector.
There seems to be a lack of a uniform theoretical talent management framework in the private
sector, which can be used as a guideline to drive talent management.
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Background
Collings and Mellahi (2009) asserted that since a group of McKinsey consultants coined the phrase
‘war for talent’ in 1997, the topic of talent management has received a remarkable degree of
practitioner and academic interest. This relatively recent emphasis on talent management
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represents a paradigm shift from more traditional human
resource to strategic talent management, which according to
Silzer and Dowell (2009) is driven by corporate strategy,
incorporated with other processes, managed as a core
business practice and deep-seated as a talent mindset. The
Chartered Institute of Personnel and Development (2006)
further views excellent and best practice level of talent
management as a strategy designed to deliver corporate and
human resource management strategies. Often there is a
formal talent management initiative linked to the human
resources management function and flowing vertically from
the corporate strategy-making process.
According to Powell and Lubitsh (2007), talent management
has moved rapidly up the corporate agenda in recent years,
and this is evident in the amount of research papers published
over the last decade (e.g. Ashton & Morton, 2005; Bersin,
2006; Chikumbi, 2011; Church, Rotolo, Ginther & Levine,
2015; Collings, 2014; Festing & Shafer, 2014; Nijs, GallardoGallardo, Dries & Sels, 2014; Meyer, 2005; Odierno, 2015;
Prinsloo, 2012). Egerova (2014) is of the opinion that the
increasing attention to talent is affected by factors including
globalisation, knowledge-based competition, changing the
world of work as well as new forms of organisations and
demographic changes.
Despite the growing popularity of talent management and
over a decade of debate and hype, the concept of talent
management remains unclear (Collings & Mellahi, 2009;
Festing & Schafer, 2014; Nijs et al. 2014). Furthermore, the
current state of talent management literature is exacerbated
by the fact that in addition to ambiguities around the
definition of the concept, there is also alarmingly limited
theoretical development in the area as highlighted in the
research conducted by Arris, Cascio and Paauwe (2013).
Consequently, even though business and consulting firms
in the private sector have been driving talent management
as a strategic priority, there seems to be an overall lack of
theoretical frameworks in the academic field.
Overall, there also seems to be a lack of linkage between
talent management practices and the broader human
resource systems (Ntonga, 2007), as well as an absence of
clear succession planning, skills audits and organisational
culture driving talent management (Chikumbi, 2011).
This study attempted to bring to light critical factors which
must be taken into account to ensure that organisations can
achieve successful implementation of an integrated, holistic
and comprehensive talent management framework. The
framework will strive to guide talent management practices
within companies in the private sector, and also improve
and advance the maturity of talent management application.
Purpose
The primary aim of the study was to develop a talent
management framework for the private sector. The secondary
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Original Research
aim of this study was to conduct a modernist qualitative
research study in order to explore and gain in-depth
knowledge on talent management and what it entails.
More specifically, the study aimed to:
• bring to light the understanding of the concept of talent
management through moving towards a clear language
of defining talent management as well as the content
thereof
• apply qualitative research and the use of analytic
induction as an overall data analysis strategy, while using
constructionist grounded theory to operationalise the
data analysis, thus elucidating how these approaches can
be used in talent management studies
• inform human resource practitioners and business
managers on how to plan, implement and evaluate talent
management in their business in the most comprehensive,
systematic, integrated, strategically driven and flexible
manner while realising the benefits for the business.
Contribution to the field
The study will contribute theoretically and practically to
the operation of businesses in the private sector. From a
theoretical perspective, the concept of talent management is
illuminated, and knowledge in the field of talent management
is extended through the development of a talent management
framework. The practical contribution includes access to a
well-integrated talent management framework, the purpose
of which is to facilitate the implementation and improvement
of talent management.
Furthermore, human resource practitioners and talent
management specialists will benefit from the developed
talent management framework as it will aid and guide the
best practice of talent management. The implementation
of the best practice of talent management will work only if
the planning, implementation, tools, practices, tactics and
dimensions of talent management are correctly applied as
advised by the research insights.
Lastly, the current status of qualitative research, analytic
induction and constructivist grounded theory will be
expanded in the areas of talent management and human
resource studies in South Africa.
What will follow
A conceptual overview of talent management is provided
below, as well as a discussion on key aspects linked to
talent management, followed by a description of the
research design and results.
Conceptual overview of talent management
Meyers and Van Woerkom (2013, p. 23) refer to talent
management as ‘the systematic utilisation of human resource
management (HRM) activities to attract, identify, develop,
and retain individuals who are considered to be “talented”’.
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Meyer (2005) highlights that the attraction, growth and
retention of talent are key factors for modern organisations
that are knowledge driven. To be known as an employer of
choice is considered a key organisational goal with direct
benefits.
Chikumbi (2011) in a quantitative study investigating
talent management and staff retention at the Bank of
Zambia reveals that successful management of talent
and employee retention leads to the organisation attaining
a competitive edge. The study highlights that improved
talent management leads to increased productivity, motivated
staff, innovation and high employee contribution towards
the organisation.
Odierno (2015) states that talent management offers real
and tangible benefits of reducing recruitment costs,
effective knowledge transfer, realisation of business
strategy, delivery of cutting-edge services and products
and the creation of a competitive advantage, in spite of the
many challenges that organisations face in order to be
sustainable. Ashton and Morton (2005) argue that good
talent management is of strategic importance and can
differentiate an organisation when it becomes a core
competence, and its talent significantly improves strategic
execution and operational excellence.
Prinsloo (2012), in her study of talent management and the
psychological contract, provides evidence that management
can use talent management practices to strengthen the
psychological contract, leading to lower turnover, improved
motivation productivity and loyalty. Bersin (2006) asserts
that entry into the new era of talent management was
because of more challenging people-related issues requiring
tighter integration between human resource silos and
the business. As an organisation strives to meet business
goals, it must ensure that it has continuous and integrated
processes for recruiting, training, managing, supporting
and remunerating these people, and thus the need for
talent management.
Key aspects linked to talent management
The next section will highlight the key aspects that could
be linked to talent management (as identified out of the
literature).
Original Research
Employee engagement
Tucker and Williams (2011) believe that various actions taken
at different points of the talent management cycle boost
employee engagement. Effron and Ort (2010) suggested that
most talent management practitioners believe that increasing
engagement achieves the business objectives of improving
key financial and operational results. Furthermore, Caplan
(2011) claims a link between talent management and employee
engagement in that talent management significantly impacts
employee engagement, as they have common and similar
indicators such as employee development, utilisation of
employees’ capability and so on.
Employee value proposition
Collings (2014) asserted that employees who create and
contribute value to the organisation should get value back
from their organisation in the form of employee value
proposition (Employee Value Proposition). Bell (2005) views
the Employee Value Proposition as a key differentiator of
success for organisations competing to recruit, develop,
inspire and retain talented people. The best practice is to
develop a convincing, credible and competitive Employee
Value Proposition which can be responsive to the expectations
of talent.
Organisational culture and core values (healthy climate)
DeLong and Trautman (2011) highlighted that organisational
culture can be used to drive talent management, as culture
is a major factor in determining the success of projects
and programmes. You can have the most elegant leadership
development plans and talent management initiatives
imaginable, but if they are not supported by company
cultural practices, norms, values and assumptions, then these
programmes will have little impact. Pellant (2011) perceived
culture as the way people behave, as culture is in the
behaviour that is permitted and in the attitudes that are
allowed. In organisations, culture exists in how people treat
each other, customers, suppliers and other stakeholders.
Therefore, a set of behaviours and actions which encourages
and supports talent management has to be cultivated and
promoted. Haid, Sims, Schroeder-Saulnier and Wang (2010)
are of the view that the shared assumptions and values of
how to behave and carry out work activities in the
organisation must be aligned with the desired culture to
achieve business objectives and also support talent and
people management practices.
Employer of choice, best company to work for and
employer brand
Alignment of business strategy to talent management
The branding of a company as ‘employer of choice’ and
‘best company to work for’ is important in supporting
talent management initiatives, as the company will have
a reputation of being a great place to work for (Gatherer &
Craig, 2010). Li and Bryan (2010) emphasised that in the
quest to become employer of choice, organisations need
to create and sustain a workplace which brings a deeper
understanding of elements contributing to the workplace
climate.
Hatum (2010) emphasised the importance of aligning talent
management strategies with those of the overall organisational
strategy. Johnson, Scholes and Whittington (2011) view
strategy as the direction and scope of an organisation over
the long term, which achieves advantage in the changing
environment through its configuration of resources and
competencies with the aim of fulfilling stakeholder
expectations. The firm needs to have the ability to deliver a
holistic talent management strategy which supports the
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overall business strategy, and in turn allows the firm to
perform strongly in the market. According to Johnson et al.
(2011), this means that the firm has one coherent plan that
brings all areas together in a consistent manner. Internal
alignment in areas of information technology, communication,
finance, legal, marketing, human resources and talent
management is critical in sending clear, reliable and consistent
messages to employees.
Original Research
often used interchangeably in discussions of good and evil.
Talent management as a practice needs to incorporate a moral
and ethical stance, while adding value to the organisation. A
high degree of standards, credibility, fairness, justice, taking
responsibility and professionalism have to be exhibited in all
activities related to talent management (Hess & Jepsen, 2009).
Research design
Research approach
Career life stages and phases
Knowledge of the various career life stages and phases is
important, particularly in relation to talent management
processes as it creates an understanding of the particular
needs and preferences of the talent, for example, what learning
programmes, reward systems, engagement, branding and
attraction tactics can be employed for the talented at
various career and life stages (Cron & Slocum, 1989). Hess
and Jepsen (2009) acknowledged that there are age-related
differences related to differences in individual needs
based on their career stage. The specific needs for career
development, promotions and success of each career stage
need to be identified. In the early stages, employees are
focused on achievement, getting ahead, personal growth,
self-esteem and competence as these are key priorities
(Hess & Jepsen, 2009).
Generational theory and multiple generational workforce
Boshard and Louw (2011) projected that half of the
retiring baby boomers in senior management positions
would widen the gap of talent availability and supply, which
would result in most companies turning to Generation X and
Y employees in search of talent and skills. The white paper
released by the United Nations Secretariat Headquarters
(Boshard & Louw, 2011) strongly proposed that managing a
multigenerational workforce is a challenging art in itself and
that understanding the differences between the generations
is fundamental in building a successful multigenerational
workplace. Organisations must seek to optimise the talents of
all age groups, while reconciling differences in the workplace,
educating and allowing employees to utilise this diversity for
individuals and for organisational advantage.
Stratified systems theory, levels of work and complexity
Talent management goes hand in hand with placing high
potential employees on highly critical work projects, and also
progressively growing and promoting people. Careful
thought has to be placed on the complexity of the role against
a set of skills and competence possessed by the employee at a
particular career and life stage (Greene, 2010). Stratified
systems theory and levels of work and complexity theory
help to shed light on identifying the required skills for each
complex role (Greene, 2010).
The qualitative research approach was selected because of
the nature of the research process being flexible and emergent.
Leedy and Ormrod (2010) indicate that qualitative research
seeks a better understanding of complex situations and is
sometimes exploratory in nature. A modernist qualitative
research method was utilised in order to explore and gain indepth knowledge on talent management and what it entails.
With the study, the researcher hopes to further examine
effective and leading best practices and challenges in the
implementation process of talent management. Analytic
induction and constructivist grounded theory was applied to
analyse the data.
Case selection strategy
A multiple site case study design was adopted as the research
was conducted in two different companies, mainly for the
purposes of comparison and verification and to observe
similarities and characteristics in the data sets collected
(Moore, Lapan & Quartaroli, 2012). According to Bromley
(1990), case study research is a systematic inquiry into an
event or a set of related events which aims to describe and
explain the phenomenon of interest. Leedy and Ormrod
(2010) explain that in other instances researchers study two
or more cases, often cases that differ in certain key ways in
order to make comparisons, build theory or propose
generalisations. Such studies are called multiple or collective
case studies.
Research method
Research setting
The field setting can be described as those companies who
are identified as ‘Best Employers’ and are certified as such
because they meet the requirements of being competitive
in the areas of human resource management. They are
serious about distinguishing themselves amongst industry
peers in the critical areas of pay and benefits, training and
development, career opportunities, working conditions
and company culture. According to the Corporate Research
Foundation (2011), widely known as the Corporate Research
Foundation Institute, both the companies are listed in the top
10 ranking as best employers in the private sector.
Ethics in talent management
Entrée and the research roles establishment
Rose (2007) views ethics as a key branch of philosophy
concerned with analysing what is right and wrong in people’s
behaviour or conduct. Ethics and morality are terms that are
Quandt, McDonald, Bell and Arcury (1999) indicated that
gaining entry into the research field is quite an intensive
process which requires perseverance, persistence and a lot of
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planning and communication skills. Yin (2011) stated that
doing research implies interacting with the real world,
situations and the people in them. In order to enter and exit
research settings, some formality is required, particularly in
obtaining the necessary permissions to do the study. In
gaining entry to the field, key informants who provided
authorisation and permission to conduct the study in the two
identified companies provided a list of potential participants
for the study. The potential participants were approached
through electronic mail to communicate the purpose of the
study, and thereafter the interviews were scheduled. The
researcher adopted a formal interviewer role, attempting to
elicit responses from the interviewees. The researcher used
notes, as participants did not feel comfortable with the use of
a voice-recording device. The researcher also assumed the
role of an observer of the participants, the work environment
and of the general company employees.
Sampling
The purposive non-random or non-probability sampling
method was selected for the study. In addition, convenience
sampling was used with regard to the unsolicited documents
issued to support the interview data. In this type of sampling,
the researcher determines the most typical characteristics
of the participants that could be included in the sample.
Inclusion criteria are created based on the judgement of
the researcher and are used to deliberately include specific
participants in the study (Botma, Greeff, Mulaudzi & Wright,
2010). Characteristics essential for membership in the sample
were as follows: the participant must be employed in an
organisation that clearly practices talent management or
must have been exposed to talent management practices as a
manager, human resource practitioner or a beneficiary of the
talent management programme.
Research participants
The participants identified for the study were human resource
practitioners, management members and beneficiaries of the
talent management programmes. The selected organisations
are widely and publicly recognised for having effective talent
management programmes.
From Company A, nine participants took part in the first
round of interviews, of which five were white females, two
Indian females, one African female and one African male, all
aged between 31 and 55 years, with one exception aged
below 30. Four participants from Company B took part in this
first round of interviews, of which all were white, two males
and two females aged between 36 and 45. Interviews with
participants lasted for 60–90 min.
The second round of interviews (to test the framework and
collect additional data) were conducted with one person
from Company A, who issued the researcher with seven
documents, while from Company B four participants were
interviewed. Four of the participants had a degree and had
completed postgraduate studies. Four of the participants
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Original Research
were already at middle and senior management levels in
their careers, while one was at junior management and
executive level.
Data collection methods
To achieve the objectives and aims of the research, the
researcher opted to combine a few methods of data collection.
Botma et al. (2010) stated that qualitative researchers
typically gather multiple forms of data and thus make use
of a combination of research methods. The data collection
methods refer to interviewing, observations, document
collection and field notes. During the first round of the oneon-one interviews, the researcher followed a semi-structured
approach of interviewing (at the organisations’ premises) in
order to ensure that the open-ended questions were aligned
with the research questions. This allowed flexibility and
additional questions to arise during the interview process.
The unstructured, in-depth interview was used during the
second round of interviews to verify the initial proposed
framework and the initial data analyses and coding of
themes. Furthermore, the researcher conducted informal and
unstructured observations of the participants, the settings,
the environments and how people interacted in the company
environment. The unsolicited documents in the form of
internal company publications (agendas and minutes of
meetings, internal office memos, financial records and annual
reports) were issued to the researcher to support the data.
Data recording and storage
Leedy and Ormrod (2010) suggested that in conducting
a productive interview, the researcher needs to record all
responses verbatim, whether through the use of handwritten
notes, shorthand and tape recordings or via direct capturing
onto a computer, especially if it is an unstructured, in-depth
interview. Interview data (from conversations, responses
and information given by the research participants during
the semi-structured interviews) were recorded in a written
format. All the handwritten data were transferred and
converted into an electronic format through a word processor.
Furthermore, precautions were taken to safeguard data
through backup on a compact disk, flash drive or a storage
device that can be kept in a safe place.
Data analysis
In the current study, Johnson’s (2004) analytical induction
procedure was applied, as implemented in Bondas (2006), as
well as Charmaz’s (2000) constructivist grounded theory for
operationalisation of data analysis. Findings of Marshall and
Rossman (1995) were incorporated to cover the data testing,
validation and verification phase. Analytical induction
according to Smelser and Baltes (2001) is a research logic
used to collect data, develop analysis and organise the
presentation of research findings. Its formal objective is
causal explanation, a specification of the individually
necessary and jointly sufficient conditions for emergence
of some part of social life. A slightly modified approach
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Original Research
of analytical induction was applied as an overall and
overarching data analysis method. Charmaz (2006) defines
grounded theory as an inductive, iterative and comparative
method geared towards theory construction. Grounded
theory served the purpose of operationalisation of the data
analysis, more specifically for coding purposes. The analysis
process entailed a movement between deductive (theory
and literature) and inductive analysis approaches (emergent
insights from the data), resulting in the development of
the talent management framework. Thomas (2006) views
deductive data analysis as set out to test and illuminate
consistency with prior assumptions, knowledge and theory.
Furthermore, the two companies offered the researcher eight
documents in the form of internal publications. The offering
of these documents was completely unsolicited. Therefore,
the researcher applied initial, focused and theoretical coding
principles to analyse the unstructured interviews and the
documents.
The initial coding process achieved the clustering of similar
data sets, and also the naming of these. Once the initial
coding was completed, the researcher then progressed to the
focused coding where the dense data were further de-layered
into simpler and more specific sub-themes. These sub-themes
are substantiated and supported by excerpts from the
interview scripts. The focused coding stage resulted in the
reduction of the data even further to identify and develop
relevant sub-themes.
For the trustworthiness of the study, the researcher had to
ensure that the insights were that of the research participants
and not her own. The researcher ensured the correct
meaning and wording of what participants shared with her,
by writing down and repeating it in the presence of the
interviewee. Credibility triangulation was applied through
collecting data from the two cases or companies as a basis
for comparison. Furthermore, the researcher conducted the
second round of interviews at the same companies with a
mix of old and new participants. In addition, unsolicited
documents were also used as a source of triangulation,
verification and validation of the data, as well as for testing
the proposed talent management framework.
Theoretical coding consequently led to identification of the
interrelatedness and the relationships between the concepts,
themes and sub-themes, leading to the development of the
talent management framework.
Furthermore, the sense-making of the data which resulted
in the initial and proposed talent management framework
was supported and influenced by a combination of prior
knowledge (deductive) as well as emergent insights (inductive)
from the data. Thomas (2006) refers to inductive analysis
as a detailed process of reading the data to derive concepts,
themes, models and frameworks. Thomas (2006) views
deductive data analysis as set out to test and illuminate
consistency with prior assumptions, knowledge and theory.
Validation, verification and triangulation of the
initial talent management framework
Following the analytic induction process, the researcher visited
Companies A and B to verify, test, triangulate and validate the
initially developed framework through unstructured followup interviews with the five participants. The initially proposed
talent management framework was electronically mailed to
the participants in order for them to advise on whether the
framework could be improved, and to indicate the aspects
needing improvement. The sixth participant opted not to have
an interview but confirmed via electronic mail that the
framework and the analysed data constituted a true reflection
of what was discussed in the initial round of the interviews
conducted. Out of the six participants, two took part in the
initial interviews and confirmed and validated the data in
comparison to the initially proposed framework. While the
other four were not involved in the initial interviews, they
could only comment mostly on the comprehensiveness and
relevance and could also advise on what concepts should be
incorporated into the initially proposed framework to improve
it further.
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Ensuring quality of the study
In conducting the study, the researcher had to ensure the
quality of the study in every step of the research, while also
adhering to ethical conduct and standards.
Results
To develop a talent management framework for the private
sector, the researcher formulated key and central research
questions, which were answered by the research participants
and are reflected in the themes and sub-themes. The research
questions are listed below:
• What are talent and talent management?
• What does the content of talent management entail?
• What are the typical challenges experienced in the
implementation of a talent management programme?
• What are effective talent management practices which
are working, and why are they working?
• What can be done to improve the effectiveness of talent
management programmes?
• What are the leading best practices regarding recruitment,
deployment, development, engagement and retention
of talent?
• What value does talent management add to the
organisation?
• How do individual career life cycles influence the
approach to talent management?
• What is the link between diversity management and
talent management?
According to Lacey and Luff (2009), the initial coding process
entails the beginning of identification of themes and emergent
concepts, which will later lead to the engagement of recoding
to develop more well-defined categories. Familiarisation
with the data by reading and rereading is essential.
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The researcher read through the data to get a general sense of
what the participants had said. She then started putting
similar ideas together into chunks. The chunks of data were
grouped together based on an answer to a particular question,
idea or theme. The researcher had found that questions from
the semi-structured interviews shaped the formation of the
data because similar data sets were clustered around a
particular question. The researcher then decided on an initial
label, code or descriptive wording to name the chunks of
data brought together. She then came up with nine data
labels, namely, defining talent and talent management, talent
management programme content, information technology
and systems, organisational climate and culture, role players
in talent management, challenges in talent management,
business case for talent management, optimising talent
management and career life stages.
Defining talent and talent management
Original Research
Information technology and systems
In Table 4, the participants and sources indicated how
information technology and systems can assist and support
the talent management processes and implementation.
Having systems and processes will not necessarily make the
practice of talent management successful but will enable
the effectiveness of the process. These systems are mainly
for reporting and data management purposes.
Organisational climate and culture
In this theme (see Table 5), the participants emphasised the
importance of the overall culture, values and behaviour at
work, which set the mood or temperature of the workplace
environment. The point that is driven is that it is important to
create a healthy and humane work environment where
people can look forward to coming to work.
Table 1 represents excerpts from interviews with all
participants on how they defined talent. There seemed to
be strong cohesion and consensus about the definition of
talent. No conflicting views about the profiling of talent,
even between Companies A and B, were noted. The data
were further clustered into sub-themes to highlight the
important concepts which led to the overall definition of
talent.
Role players in talent management
Table 2 gives a brief definition of talent management as
per the participants’ data input. The most important view
arising from the data is the perception of talent management
in the context of the overall employee life cycle (from hiring
to exiting).
Participants with exposure to talent management practices
have reflected on the potential and the real challenges
that come with the implementation of talent management
(see Table 7). Issues that could potentially derail talent
management implementation are flagged, thus creating
awareness to help prevent future pitfalls. Much as the
companies strive for people management best practices,
certain areas still need improvement.
Talent management programme content
Table 3 demonstrates the participants’ views on what
a talent management programme should entail in the
best practice environment. The various sub-themes are
segmented and supported by ideas and insights from
the participants. The content of talent management and
sub-themes are critical in the ultimate formulation of talent
management dimensions or elements.
In Table 6, the participants and sources highlighted the
importance of role clarity in the implementation of talent
management. Clear accountabilities and deliverables need to
be set, as to who does what, and who is responsible for what
with regard to talent management.
Challenges in talent management
TABLE 2: Defining talent management.
Theme 2: Talent management
Excerpts from interviews
Talent management
Talent Management is a philosophy of how to
manage talented people
Programme is critical
It is about attracting and managing the best out
of people
Need to keep them engaged, it is challenging to
retain them
TABLE 1: Defining talent.
Theme 1: Talent
Excerpts from interviews
Talent Management is to identify current talent
and future talent
Talent
Talent does work for our clients as we sell time, knowledge,
service
Support them in growing and being happy
Ensure engagement based on individual needs,
constant learning
People are not machines on a production line
Time and money must be invested in people to build
Talent Management is everything from attracting,
selecting, recruiting, retaining, exiting and life
cycle of the employee with the company
knowledge and experience
Talent Management brings profit
Talent Management – learning,
acknowledgement, career pathing detailed with
timelines, counselling, open communication,
performance evaluation
Talent – best profile – culture, skills, academic
Cream of the crop
They are top 10% in the organisation (A7)
Talent Management – process of acknowledging,
recognising, and investing in people strengths
Talent is key to people in business operations (A8)
This excludes poor performers
Ensuring derived benefit from the programme of
training and developing skills
May be individual contributor (specialist or manager) (B1)
Opportunity to gain skills and experience
Talented are defined as having strength and passion – are
excellent people (B2)
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Be exposed to key leadership in the process
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Business case for talent management
In this section (see Table 8), talent management is not
viewed in isolation from the business operations. The
importance and necessity of talent management is shared
by the participant as a business imperative necessary for
continuity and success of the business. The value add of
Original Research
talent management is highlighted below in the sub-themes
that arose.
Optimising talent management
The participants shared their views on how to further
enhance and improve current talent management practices
TABLE 3: Talent management programme content.
TABLE 3 (Continues...): Talent management programme content.
Theme 3: Talent
management programme
Excerpts from interviews
Theme 3: Talent
management programme
Best practices of
programme content
Tell talented people the truth
Business schools’ short courses
Accommodating female gender to work flexibly
Providing blended learning – formal learning,
on-the-job training and coaching
Recruit through headhunting and graduate
recruitment
Talent must develop skills that are holistic
Management development
Senior leadership must buy in to the programme
Senior leadership must be part of the learning and
development
Graduate development
Performance management
Having good managers is key to retention
Employees receive feedback on performance after
every project
Non-performer on performance improvement
programme
Managers play a critical role in training people to be
competent
Well-structured performance management system
Communication is critical in influencing and retention
Adjust and be flexible about the programme
Robust performance management – what is expected,
what they must achieve, job specifications aligned to
business goals, annual plans and strategic link
Add fun to the equation
Managers evaluate performance
Treat employees as clients
Performance management
Sincerity of communication is critical
Give performance feedback and share areas needing
development
Communication between leadership and employees
Honest and open feedback is good for people
Create a mechanism to enhance performance
The programme for high potentials in various steps of
progression
There are calibration sessions, on round tables to
review talent
Inspire people towards greatness
Placement, deployment and Deployment – place people in right projects matching
recruitment
their skills and learning needs
Human resource management and line management
justify talent ratings
In recruiting and deploying, ensure experience,
culture, values, diversity, knowledge fit
Ratings are questioned and there are participative,
robust discussions
Use a matrix to determine strength in competence
and values
Talent review process ensures evaluation, checking
and consistency of the programme
Deployment – job description, global competencies
Deployment – matching of strength of ability
Learn more about diversity and cultural differences
Analyse their capabilities – competencies –
assessments
Have a clear criteria for identifying talent with no
subjectivity
Teaming dynamics to facilitate learning
As a benefit, there is an employee assistance
programme – they arrange service providers (booking
a holiday, tutor children after school, baby sitters)
Talent Management – strength-based recruiting,
deploying and engaging
Find out people’s strengths and allow them to
capitalise on them
There is a gym in the building
There is a counselling helpline for personal and
emotional support of employees
Use people where they are really good and
passionate
A prestigious brand makes a difference – people want
to join the organisation
The programme of managing high potentials is excellent
It is part of talent acquisition
Use a strength finder tool – influence, relationships
and execution
Orientation
Induction/on-boarding/orientation – structured, high
level, formalised content
The programme has to incorporate diversity to have
right mix of people
On-boarding – go to person/coach, walk and talk
partner
Grading process – allows broad banding
Orientation and induction
A buddy system when on-boarding
Induct them as brand ambassadors
Sub-theme: Best practices of programme content
Learning, development and
competencies
Excerpts from interviews
We train graduates in accounting and tax fields for
3 years
Formal training, study funding, study leave generous
Intensive and structured induction
Engagement and retaining
They learn emotional intelligence skills
Sense of job purpose – importance and how one adds
value to bigger picture
Contribution and purpose-driven job – meaningful work
Manager trains for special and technical skills to early
career employees
Offer value proposition – career, high performance
Training – structure courses per job – compulsory
Networking events – with guest speakers
Global training, in-house and external training
Exposure to senior leadership
Leadership development, technical and soft skills
(Emotional Intelligence) training
Attending professional conferences
Training – learning, experience, and knowledge
coaching needed for career development
Internal and external functions
Conversation breakfast
Communication
General learning experiences
Table 3 continues →
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Original Research
TABLE 4: Information technology and systems.
Theme 4: Information technology and systems
Excerpts from interviews and sources
Theme: Information technology and systems
Rate of return on investing in talent is critical – analytics
Talent management processes are driven by technology (sources)
Sub-theme: Information technology and systems
E-recruitment
Analytics – forecasting people’s needs and profiling of talent pool (skills)
E-learning
Tracking of training, competency development and assessments kept on the system
Learning circles
E-learning is utilised for compliance and compulsory training
Learning assessments are tracked online for progress
A scorecard is kept for training – indicating performance (all been trained)
Online coaching and mentoring process
E-performance
Performance assessments are completed on the Human Resource Management system (sources)
E-succession planning
Software utilised to record succession plans and progress
Remuneration
Capture results on money spent on talent (salaries)
Social networking
Online service supporting coaching – virtual coaching
Data analytics and reporting
Reporting must be compiled to reflect statistics on attrition and diversity balance
Retention statistics are critical – to assess if we recruit correctly
Measuring business benefits related to Talent Management is critical
Talent data
Systems assist management to view data on workforce profiling, demographics, gender, talent pools (sources)
Measure what is working and what is not working
The data is reported on an Human Resource Management-integrated system
There are updated people profiles and analytics
There is high potential people reporting
TABLE 5: Organisational climate and culture.
Theme 5: Organisational climate
Excerpts from interviews and sources
Organisational climate (general)
No private offices – only open plan offices – creating a socially, open and vibrant climate
Happy – not go to work and be miserable
Happy – know I am needed and appreciated
Happy – relationships at work
Not a number – but a person – (humanness at work)
Happy – caring for people culture
Happy with person’s ability and individuality
Organisational climate is monitored through climate surveys
Dimensions are work group relations, teaming, management engagement
Job satisfaction
Feedback on management
Policy and structure (sources)
Fair remuneration and benefits
Motivation and engagement
Open plan offices to encourage openness and teaming
High technology environment
Very relaxed style
Technology is the key driver (sources)
A prestigious brand makes a difference – people want to join the organisation
Food subsidies – with the canteen
Secure and beautiful environment
Opportunity to travel overseas
Technology that is top edge
Technology driven
Sub-theme: Organisational climate
Team-based
Flat organisation, people work on team-based projects
Flat structure – team-based work projects
Open plan office – social and open communication
We work in teams – teaming dynamics are critical
Team and building relations
We work together to achieve
Communication
Knowledge sharing is a culture mostly in a team context (A1)
Innovative communication – plasma screen (A3)
People relate informally – communication
Long hours, electronic mail is mode of communication
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Original Research
TABLE 5 (Continues...): Organisational climate and culture.
Theme 5: Organisational climate
Excerpts from interviews and sources
Leadership ethics
No micro management
Honesty and transparency about performance and rewards
Line manager – equipped with interpersonal skills
Not political – unlike competitors
Not hierarchical
Leaders are visible and accessible
Manager sits with teams in open plan offices – no private offices
Not hierarchical and hung up on titles
Leadership – approachable
Quality of supervision
No micro management (twice)
Management style is open and straight talk
Diversity and inclusiveness
Managers are required to recruit diverse people
Make diverse people feel comfortable and motivated
Diversity – awareness created about other religions, cultures and practices
Diversity – canteen caters for various dietary requirements
Diversity and inclusiveness culture
There is no gender bias in the environment
A climate that is open to diversity of both race and gender is critical
Diversity is a culture (multinational)
Wellness
Wellness counselling – talented experience stress, personal and social problems, conflict, work issues. We use an anonymous employee
assistance programme
Wellness – help with pressure management, as they work long hours (Employee Assistance Programme)
Work-life balance is encouraged – programme to coach people to integrate work
Better
Employee assistance to enable – counselling, conflict and family management
The organisation pays for employee counselling of up to six sessions
Flexible work hours
Flexible work – I have kids and family, raised them, and a career
Accommodating personal wholeness – social and career – play golf
Results driven not being present at work – flexibility – client not inconvenienced
Flexible work arrangements are critical – as long as one performs
High performance culture
After every project employees are evaluated and receive performance feedback (communication)
Career oriented and high performance culture
Pay, productivity, strategy, rules
Enablement to do the job
Empowerment, technology and performance
Culture is innovative and strongly performance driven
It is an output-driven environment
There is a high performance culture
Learning and development culture
We recognise people for learning and gaining knowledge (sources)
A culture of learning, helping people to achieve
Knowledge management – there is rich experience, knowledge, expertise
Career development opportunities
There are mainly knowledge workers (Information Technology specialists and sales)
Being surrounded by knowledge experts in the field
Values
Talented undergo life circumstance changes (social/emotional) – we have an employee assistance programme
Team relations – integrity, honesty, ethics are recognised
There is trust and respect for people in the culture (sources)
Personal crises accommodated
Culture – right values, career driven, people who like people
Respect is a core value
TABLE 6: Role players in talent management.
Theme 6: Role players
Excerpts from interviews and sources
Role players (general)
Management and Human Resource Management must be seen to build trust
Managers and Human Resource Management play a role of communication with talented
Human Resource Management and line management justify talent ratings
Sub-theme: Role players
Line management
We rely on managers to coach, transfer knowledge and skills
Managers are appraised on people leadership, motivating teams, coaching ability, delegating and knowledge sharing
Managers ensure performance objectives are aligned to strategy
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Original Research
TABLE 6 (Continues...): Role players in talent management.
Theme 6: Role players
Excerpts from interviews and sources
Line managers know their people and acknowledge them
Line manager – interested in employee career development
Line manager to focus on people and business results (sources)
We rely on line managers to implement Talent Management
Line managers are professional experts and have technical knowledge
Line managers are required to meet regularly with high potential people
Line managers to have career conversations
Compile detailed action plans of developing people
Line managers play a role in enabling talent to succeed
Line management need to commit to the programme
Line managers need to facilitate and support Talent Management programmes
Management to empower people to do more
Line manager to reward and recognise employees’ achievements
Executives
Directors have regular career sessions with key talent (sources)
Leadership – to invest time, experience, giving and coaching
Executives must be people’s people, one-on-ones
Director buy in to Talent Management – the top must understand importance of Talent Management
Executive can assist middle managers – experience training, coaching, support formal training to prepare for future roles
Human resource
Human resource Management trains all managers as counsellors – be able to coach, communicate and teach
Human Resource Management to encourage people to use employee assistance programme
Human Resource Management – work-life balance talks
Human Resource Management – diversity awareness training, sensitivity, mutual respect
Human Resource Management coaches – on people issues as they arise – interpersonal
Human Resource Management communicates – gathers feedback on training reviews
Human Resource Management activity must be integrated to talent management
Human Resource Management is to provide a framework of how best people can be coached, engaged – a tool box for line management
Talented employee
Talented – are motivated, exceed performance expectations, demonstrate leadership and potential, ambitious, want to grab
opportunities, career-minded, are self-directed
Talented must also identify other talents they are responsible for
Be top achievers
Have emotional intelligence, humility and no arrogance
Talent must achieve targets and perform and develop a balance between technical and interpersonal skills
Talent to have good people skills
Work on areas of development, receive coaching and mentoring
Allow others to help in areas needing development
TABLE 7: Challenges in talent management.
Theme 7: Challenges in talent
management
Excerpts from interviews and sources
Challenges (general)
Programme could be defined clearly, as to what it means and how to implement
There are multiple initiatives to develop people but they are not labelled as talent management
High potential risks – they handle business pressure, long hours, and do stretch projects – they should not be pushed beyond
emotional capacity
Managing conflict with team members is an issue to be managed
Favouritism is not Talent Management – process must be fair and consistent
Not much clarity in the standard and definition
There is subjective evaluation of who is talent
Talent is defined by personal filters
Talent is ability, performance and aspiration – be able to measure that accurately
Defining talent is not achieved
Talent Management is a measure of intensity of what makes a difference between good to great – how do you measure that?
The talent management programmes must be transparent
The definition of Talent Management is critical in helping clarify why people are on the Talent Management programme (fast track,
accelerated learning, access to executives, having a mentor)
The issue of consistency around the talent pool changes
Talented people are not known publicly in the organisation
Talented desire to have public recognition as they work hard
More openness is needed about the criteria for the programme
Team moral
Sub-theme: Challenges in talent management
Management commitment and buy in
Individuality – take into account people’s needs, context, environment, culture and age
Creating a clear policy – expectation and how
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Original Research
TABLE 7 (Continues...): Challenges in talent management.
Theme 7: Challenges in talent
management
Excerpts from interviews and sources
Do not box people
Avoid hype and flavour of the month
Executive focus should be on both people and business targets
Development should not be an afterthought – but have a talent mindset in every business activity
Time – executives and managers to track engagement of talented people
Financial support
Paying high remuneration is difficult for business affordability – expensive
Competitor bonuses are hard to compete with for the company (sources)
Line management is not rewarded enough for driving people agenda
Line management is rewarded for business targets, not intangibles
Structure too lean to focus on people issues – people are busy with tight schedules and work programmes
Costs and budgets are an issue in implementing Talent Management
Time resource
Time and availability to counsellors (career and performance) as they are line managers, client facing
Sustainable programme – financial, time, effectiveness, resource availability
Time and availability are an issue in Talent Management
It takes time to conduct career conversations, mentor, and track progress in addition to the roles
Capacity
Selling the employer branding both internally and externally
Independent exit interview to know why talent leaves
Transitioning in a promotion – emotional readiness issue to be resolved by support
Talented may be challenged by their colleagues, social isolation of not being liked
Hard to commit to career growth – economic cycles, change in market conditions
Politics
Human Resource Management value not appreciated
Management not recognising value of Human Resource Management
Human Resource Management to move from administration to value adding
Human Resource Management strategic role is not yet tangible
Human Resource Management to know the business – economics, information technology and finance
Do not put people in boxes and clusters, manage an individual’s uniqueness
Balance of not alienating solid citizens – look after good performers too, and not only focus on high maintenance of the talented as solid
citizens are needed
Disclosing who is on a talent management programme is an issue
Human Resource Management – custodian of Talent Management – often the profession in the organisation is not seen as talent (creates
dissatisfaction)
Talent management – only extended to functions which directly influence the bottom line – feelings of discontent could arise
‘Them’ and ‘us’ conflict – those on Talent Management programme
Labour dynamics
Retention is a key issue – young people stay for 2 years, we want 5 years’ service
Shortage of African and coloured candidates – they are expensive (diversity)
Retention of diversity candidates – poached by competitors for high pay
Retention – yes people do get disgruntled in the jobs
Not always possible to achieve a career plan
TABLE 8: Business case for talent management.
Theme 8: Business case for talent
management
Excerpts from interviews and sources
Business case (general)
It is not just spending money on TM but an investment – (return)
TM does add value – return may be calculated in performance, customer service, success of the business
Sub-theme: Business case for talent management
Retention
Retaining already qualified Chartered Accountants is a challenge – if they leave we lose skills and knowledge
Retention minimises turnover
Talented ensure people supply, no need to replace, retrain and pay recruitment fees
Illustrated a cycle of employee motivation through talent management
Turnover of staff is reduced
Retention is critical to proof against competitor poaching
Retention secures continued and uninterrupted productivity
The retention success saves the company – recruitment fees, time it takes to train the person before they can be productive
Sustainability
10% of talented are fast-tracked for future executive-ship – retain skill, future leaders, talent pool and pipeline (sources)
Long-term sustainability of the business – talent pipeline and supply
Succession planning and reflect on success
Talented are future leaders and must be future focused, create opportunities for future stability of the company
Talented to create competitive advantage (sources)
Organisations need to spend money on the talented people
Financial
Talent management brings profit
Talent management contributes directly to the bottom line
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Original Research
TABLE 8 (Continues...): Business case for talent management.
Theme 8: Business case for talent
management
Excerpts from interviews and sources
Talented people are high performers and their business performance is measurable on a scorecard
They contribute to financial results, sales targets and profit
Talented contribute to value add and growth
Productivity
Performance management is aligned to business goals (finance, sales, and customer relations). People are coached, trained to achieve
business results
Talent does work for our clients as we sell time, knowledge, service
Talent management must be linked to strategy and support delivery of strategy
Talent must improve the company, bring solutions, improve operations, quality and give back by performance
Talented to take ownership of projects (sources)
Outcomes of talent performance and contribution must be obvious
Productivity and high performance
Quality work
Reason for Talent management is to capitalise on knowledge they acquire
A value derived from Talent management must be defined and articulated (A1)
The question is do we have knowledgeable and motivated people?
Talent must be held accountable for investment in the programme
In retaining talent you can retain your customers and profitability
by applying sophisticated measures relating to marketing
and communication skills (see Table 9). In other words,
talent management needs to be packaged attractively to
appeal to the relevant audience.
Career life stages
The focus of this section (see Table 10) is to assess and
determine talent management needs at various career life
stages. In other words, what talent management interventions
are needed for talent at various career life stages or cycles?
This is extremely important as a blanket approach and oneglove-fits-all approach to talent management delivery must
be avoided.
Discussion
The primary aim of the study was to develop a talent
management framework for the private sector. The
proposed talent management framework (based on
constructs brought forward by research participants as
well as information from the literature or documents) will
be discussed next.
The proposed talent management framework
The proposed talent management framework is discussed
in Figure 1.
The framework consists of the following:
• planning (consists of external environmental analysis,
business strategy, talent strategy and talent success
profile)
• dimensions of talent management (consists of attraction,
sourcing and recruitment, deployment and transition,
grow and develop, performance management, talent
reviews, rewarding and recognition, engage and retain)
• implementation with reference to career stages (early
career: Generation Y; mid-career: Generation X; late
career: baby boomers)
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• best practise enablers (consists of talent management
communication tactics, internal organisational practices
and information technology for talent management)
• role players (focuses on the responsibilities of human
resources, talented candidates and leadership)
• evaluation of effectiveness (focuses on evaluating how
talent management is being implemented in the
organisation).
Planning
According to Robbins and Coulter (2010), planning involves
the process of defining goals, establishing a strategy for
achieving those goals and developing the plans to coordinate
and integrate the activities:
• External environmental analysis: The organisation
needs to be knowledgeable about external dynamics to
allow change and adaption in order to stay abreast and
survive in the dynamic and complex environment.
Therefore, variables such as competition, business
trends, markets and customer needs need to be
continuously analysed.
• Business strategy: Once the organisation has analysed all
the external variables, it can begin to devise an informed
business strategy. This strategy defines the purpose and
reason for being of the organisation, often expressed in
the form of a vision, mission and values.
Talent strategy: The talent strategy only emerges from a firm
knowledge of the overall business strategy, to ensure
alignment. Where the organisation has articulated which
markets, products and services they need to pursue, it is only
then that a decision can be made about the type of skills,
capabilities and core competencies required in order to drive
strategy.
Talent success profile: The success profile provides a
blueprint of the makeup and characteristics of talent in
attitude, behaviour, actions, achievements and capability.
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Original Research
TABLE 9: Optimising talent management.
Theme 9: Optimising talent management
Excerpts from interviews
Optimising talent management (general)
Decide on what the business needs and future plans for talent
By proper needs assessment for Talent Management programme the solution can be tailor-made
Design and develop talent strategy
Proper forecasting of talent needs and requirements
Clear criteria on talent review process
Create credibility through criteria of the process
Ensure that there is diversity in the programme
Do not put people in a box
Work hard on ensuring career advancement and good management to retain talent
Paying market-related salaries is critical
Psychometric assessment may be utilised to provide accurate identification of potential
Social networks are critical – to discuss current business problems and topics
Sharing of work/business learning is critical
Having guest speakers to address the talented on a specific topic
Sub-theme: Optimising talent management
Employer branding
Improve employer branding through recruiters
Keep employer branding internally and externally – attraction issue
Recruiters must sell the brand correctly
Branding is critical both internally and externally – what people have
Talent as brand ambassadors must advertise both internally and externally (role models)
Improve internal firm’s branding
Employer branding must be consistent – internally and externally
Employee value proposition
Investing in bursary and educational development initiatives to develop African Chartered Accountants – talent
pool creation
We need to fix value proposition when recruiting
Not sell what we think person wants to hear – value proposition
Value proposition – know what the person wants, status, money, achievement or values
Define culture – Employee value proposition purposes, people know what to look for
Sourcing and attraction
Recruiting – assessments are used – personality and cognitive
Recruiting – by internal employee referrals – give bonus for successful recruiting
Diversity and inclusiveness is critical
Create and attract talent pools wanting to live the vision and are passionate
Strategic leadership is required in attracting talent
Marketing and commun-ication in Human
Resource Management
Too modest in marketing our organisation – need to improve image
Branding – to sell culture – people-centric, nice people, family oriented, not arrogant, not snotty, tough managers but nice.
We undersell our brand
Selling and marketing – we miss out if we do not sell our people-oriented culture, interaction. Other companies are
arrogant, stuck up and difficult
Long-term liaison and relationship building with talent
Use feedback on success of development programmes
Customer centricity
When recruiting be attentive to individual needs
People are not a number – humanness in dealing with people is critical
Recognise people are different
Treat talented as you would treat a client
Use a customer-centric model in dealing with employees
Treat employees as you would customers
Climate assessments
People leave the organisation and then come back (good environment)
Retention risk assessment by conversation with coaches
Assess engagement – energy and drive to look forward to the job
Engagement – emotional connectedness to the job
Engagement – intention to stay – love the job, peers, company, pay
Continuous improvement
Create rich pools of talent
Study best practices
Talent Management must be measured, implemented and defined
Dimensions of talent management
Once the organisation decides on what talent strategies they
are going to pursue, it becomes even more critical to develop
action plans for implementation purposes. The process
entails how activities will be carried out to support the plans.
Johnson et al. (2011) view implementation as a plan to
translate the formulated strategy into workable strategies
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and tactics filtering down through the organisation. Robbins
and Coulter (2010) indicated that implementation includes
conveying the decisions and plans to those affected by it and
getting their commitment to carry it out:
• Attraction: The ultimate aim of the attraction activity is
to interest the external candidates and motivate them
to join the organisation, while creating a long-term
intention to retain and encourage their intention to
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Original Research
TABLE 10: Career life stages.
Theme 10: Career life cycles
Excerpts from interviews
Sub-theme: Career life cycles
Early career
Early career – upon graduation may need money, vehicle finance – benefits scheme (A2)
Early career talent needs structured learning interventions (A4)
Coaching and guidance is critical
Continuous training opportunity is critical as the young are curious about learning
Involve the young in social responsibility projects
Allow them to organise functions and team-building activities
Allow flexi work time – upon delivery of performance
Health and lifestyle centre subsidies as they are health conscious
Remuneration is a huge issue
Provide both work and fun
Managers managing them must be open-minded and flexible
Provide technology-driven work tools and equipment
Give them technology-driven projects
Utilise them in innovation, creative and interesting projects
Mid-career
At this stage they are driven by status, position and money
Family and marriage are also a priority in some cases
Remuneration is a key driver – pay competitively
Assess their career expectations, goals and aspirations
Provide opportunities for intense stretch goals
Provide opportunities for them to be coaches and mentors
Entrust them with challenging and big work assignments
Provide networking opportunities
Recognise success and projects done well
Provide overseas opportunities or leading a business unit
Executive development opportunities
Late career
Late career talent can contribute by sharing knowledge and experience with the young and inexperienced
Late career – the programme focuses on young people because they can leave
Late career – are ignored as they tend to be loyal
Late career – could contribute by becoming coaches and mentors A4)
Utilise aging workforce as consultants and business advisors
Ease off the pressure, goals and time
They have knowledge and can be advisors
Recognise their wisdom contribution
There will be no preferences due to age (B4)
If we had aging workforce, they would be treated the same way (B1)
stay with the organisation. The same rigour that is applied
to marketing and selling products and services must be
applied in marketing and advertising the employer brand
and value proposition for current and future employees.
Social media may be utilised as a tool to communicate, do
the marketing and build the employer branding concept
(Robbins & Coulter, 2010).
• Sourcing and recruitment: There is a big opportunity
for companies to use the internet and social media for
sourcing talent and managing the recruitment processes
of job profiling, advertising of vacancies and managing
of job applications. Technology tools are now readily
available to remove and eliminate tedious, old and
lengthy paper-driven processes of recruitment (Robbins
& Coulter, 2010).
• Deployment and transition: The purpose of this dimension
is to ensure that the new recruits become familiar
with the new organisation where they are employed
quickly, through a socialisation process. Furthermore, the
employees can effectively transition into the new role
whether it is an internal transfer, a new recruit or a
recent promotion. At this early stage, the new recruit can
be strongly influenced to form a positive image and
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good impressions about the organisation. It is also
recommended that a social mentor be appointed for the
new recruit in order to assist with manoeuvering through
the organisation in dealing with offbeat, difficult people,
politics and sociocultural nuances (Johnson et al., 2011).
• Performance management: Performance management
is a vital part of the process of development and the
identification of talent. It is a fully participative process
in goal and objective setting in alignment with the
interpretation of the business strategy. The communication
and giving of feedback constitute the leading ingredients
of performance management, which leads to continuous
improvement in the organisation. This participative
communication is between the employee and the
immediate supervisor or line manager (Caplan, 2011).
• Grow and develop: Training is beneficial only when it is
linked to the overall business goals and it supports the
achievement of business objectives like improving
quality, increasing productivity and improving customer
service; otherwise, training becomes an expensive hobby
for the organisation. Line management, in collaboration
with human resource or talent management specialists,
may design learning and development programmes
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Original Research
Planning
Talent Success Profile
Forecast skills, capability needs
Talent forecasng
Detail competencies needed
Source externally or develop
in-house
Cost esmaons
Social responsibility – skills
development at schools
Plan talent acvies
Mission, vision, values
Goals and business
objecves
Financials
Customers
Talent planning
Products/Services
Social responsibility
Economics, legal systems
Technological developments,
social and cultural variables
Polics and compeon
Customer needs
Business trends and markets
Potenal
Ability
Competence
Performance
Readiness
Values/Ethics
Leadership skills
Management skills
Achievement driven
Experience and qualificaons
Mobility/agility
Talent Strategy
Business Strategy
External Environmental
Analysis
Dimensions of talent management
Aracon
Sourcing &
Recruitment
Deployment
& Transion
Communicaon
Markeng
Employer branding
Employee value
Proposion
Adversing
Social media
Assessments:
Business case
studies, games,
simulaons, role
plays
Job profiling
Interviewing
Panel interviews
Appointment
On-boarding
Orientaon
Competency
Acquision
Culture
awareness
On-the-job
training
Grow &
Develop
Performance
Management
Coaching
Mentoring
Assessments
Feedback
Leadership
Development
Stretch projects
Growth
Experiences
Qualificaons
Classroom training
E-learning
Knowledge
networks
Graduate
development
Business
objecves
Key performance
areas
Objecves seng
Performance
evaluaon
Measure
behavioral and
technical
deliverables
Talent
Reviews
Rewarding &
Recognising
Talent reviews
Talent calibraon
Criteria:
Potenal
Ability
Readiness
Performance
Experience
Qualificaons
Values
Promotability
Leadership and
management skills
Mobility
Remuneraon
Benefits
Incenves
Bonuses
Awards
Celebraons
Share opons
Gi vouchers
Engage &
Retain
Succession
Planning
Career pathing
Networking
Retenon
Assessments
Job design
Knowledge
management
Implementaon of the dimensions of talent management is informed by the career stages of the talent pool
Early career (Generaon Y)
Mid-career (Generaon X)
Late Career (Baby Boomers)
Professional specialist
development
Basic management skills
Execuve development
Advanced management and
leadership development
Professional knowledge updates/
conferences
Knowledge transfer projects
Opmize as coaches and mentors
Role Players
(Implementers)
Best-Pracce Enablers (taccs, pracces & tools)
Human resources
management
Talented candidates
Leadership
Key performance
indicators
Reward system
Talent Management
Communicaon Taccs
Internal and external
communicaon, branding
Sought aer employer
Media publicaons (electronic
social media and print media)
Educaonal and industry
involvement
Recruitment agency partnering
Talent researching - insights
Internal organizaonal pracces
Reporng relaonships
Resources tools, equipment,
finance, budgets
Informaon systems
Work structuring and design
Leadership pracces
Culture and work behaviors
Diversity - gender
Wellness programmes
Informaon Technology for
Talent Management (tools)
Reporng, analycs
Workforce profiling
Competence matrix
Talent planning and review
and budgeng
E-recruitment
E-learning
Social media
Remuneraon
Performance management
Talent budgeng
Evaluaon of effecveness
Climate surveys
Business performance
Return on Investment
Talent retenon stascs
lessons
Learned connuous
improvement
Talent scorecard
Evaluaon of Effecveness: Plans, talent dimensions,
taccs, pracces, tools and peoples’ acons are
evaluated
FIGURE 1: A talent management framework for the private sector.
which address the knowledge and skills needed currently
and in the future by the organisation, for example,
graduate development programmes (Li & Bryan, 2010).
http://www.sajhrm.co.za
• Rewarding and recognising: Importantly, remuneration
strategies have to be tied to overall business objectives.
The business rightly pushes for high performance in
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Page 17 of 19
areas of financial performance, increased sales, costsaving initiatives and customer satisfaction. When the
objectives and targets are achieved, the high performers
who contributed to the success have to be rewarded and
recognised according to their value add (Caplan, 2011).
• Engage and retain: Successful retention of the employees
is really determined by how engaged the employees are
with the job, role and the overall organisational activities.
In order to determine factors which enhance employee
engagement, the employer needs to run an assessment and
get input from the employees about the matter. A blend of
financial rewards, with creation of a sense of purpose and
meaning about the job, giving direction, communication
and fair human resources practices, improves engagement
substantially. Career pathing, succession planning and
management are important in improving both retention
and employee engagement (Li & Bryan, 2010).
• Talent reviews: Talent reviews usually constitute a
meeting between human resources and senior
management to discuss all matters relating to talent
management. The conversations are structured around
overall high performance and high potential (capability to
grow into a senior role) of individuals in the talent pool.
Furthermore, individuals admitted to the talent pool must
have relevant experience, qualifications, outstanding
performance track record and demonstrable capability
and potential to be promoted to a senior or highly critical
role within a specified timeframe (Caplan, 2011).
Original Research
updates on intranet, posters, video clips, communication
forums, meetings, social media, suggestion boxes and
focus groups.
• Internal organisational practices: Efforts should be made
to develop a people-oriented culture which focuses on
individual success, and where technology is integrated
into the work processes. Diversity should be valued
and innovation and continuous improvement should
be welcomed. Wellness programmes should be
implemented and financial resources should be made
available to successfully initiate and implement talent
management programmes. Reporting relationships
must be managed professionally, ethically and fairly.
Much responsibility is placed on the direct supervisor to
create healthy ways of relating to employees. Talent
management information systems are critical in
supporting the alignment, coordination and integration
of the entire talent management process from start to
end. The use of the system may vary from data input,
electronic filing and information processing to providing
management reporting and data analytics.
Role players
Role players are the key stakeholders in the business who are
responsible for the development, planning, implementation
and improvement of talent management projects in the
organisation:
• Early career stages: Focus on intensive and structures
learning interventions to support professional specialist
development and growth. Job design and structuring of
work should allow working in highly interactive teams
and intensive use of new technology.
• Mid-career stage: Relevant leadership development
interventions should be provided focusing on executive
development, advanced management and leadership
development programmes to support succession and
career path planning. Create meaningful and purposedriven work and careers.
• Late career stage: Provide counselling to help employees
to prepare for retirement. Reduce the involvement in
projects requiring an investment in long hours.
• Management: Line managers are directly responsible
for identifying, selecting and recommending the high
potential and high performing talented employees in
their teams to become part of the official talent
management pool.
• Talent pools: Talented employees have an active role to
play in order to ensure that they have acquired the
necessary skills, knowledge and experience to assist their
career growth aspirations.
• Leadership: Organisational leaders are solely responsible
for developing strategic initiatives which drive the
business, and ensure that it is cascaded to the
implementers. These strategic initiatives include giving
direction to human resource leadership in aligning talent
management strategies and tactics with that of the
business.
• Human resources: Human resources is responsible for
developing the talent strategy in line with the business
strategy, as well as guiding management and the
leadership team in applying the tools, systems and
processes of talent management.
Best practice enablers
Evaluation of the effectiveness of talent management
Implementation of the dimensions of talent management
In implementing talent management dimensions across the
organisations in various functions, managers and human
resources need to be aware of the needs and characteristics of
specific talent pools in relation to their career life stages:
In order to improve the implementation of talent management
projects, the following can be looked at:
• Talent management communication tactics: It is important
to communicate the purpose of the talent management
programme to all the stakeholders clearly when making it
known. This will create openness and acceptance. Ways
of communication can include company magazines,
http://www.sajhrm.co.za
Talent management needs to be evaluated against a set of
criteria in order to track success as well as areas needing
improvements. Measures for testing the effectiveness of
talent management are through monitoring talent retention
statistics and acquiring lessons or narrations for the state of
statistics. The evaluation may be used as a basis for continuous
improvement.
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Page 18 of 19
Original Research
Practical implications
Human resource
Role players are the key stakeholders in the business who are
responsible for the development, planning, implementation
and improvement of talent management projects in the
organisation. It is therefore critical to set key performance
indicators for all the role players which pertain to talent
management activities, and set reward systems which
encourage strong performance.
The senior human resource executive (from the Human
Resource Management Department) is responsible for
developing the talent strategy in line with the business
strategy, as well as guiding management and the leadership
team in applying the tools, systems and processes of talent
management. Human resources executives will most likely
lead and facilitate the talent review meetings and conduct
audits in the organisation to drive the implementation of
talent management dimensions and tactical plans. It is a
human resource deliverable to procure assessment tools and
information systems, to monitor culture, to improve the
employer brand and to champion talent-centric practices in
the organisation. Talent-centric practices are reward
programmes, the creation of a healthy work environment,
learning and growth initiatives, and so on (Caplan, 2011).
Management
Line managers are directly responsible for identifying,
selecting and recommending the high potential and high
performing talented employees in their teams to become part
of the official talent management pool. They have a much
greater responsibility in the recruitment, supporting, onboarding and induction to new roles, managing performance
and identification of learning and development needs.
Retention of employees is highly influenced by the quality of
direct line management, as employees interact frequently
with the direct line manager. To the employee, the immediate
line manager creates the impressions about the company
culture, values and practices. Line management needs to
assume responsibility and accountability for the outcomes of
managing talent in their respective units and departments.
Career and succession planning, coaching, communication
and feedback to the employee are to be carried out
continuously by the direct manager with the employee in a
professional, open and honest manner.
Talent pools
Talented employees have an active role to play in order to
ensure that they acquire necessary skills, knowledge and
experience to assist their career growth aspirations. They
have to be agile, flexible and mobile in their approaches to
work and conduct. Furthermore, talented employees need
to partake in stretch projects, management and leadership
development programmes and must travel to some extent.
Continued high performance is important as it will ensure
them a place in the talent pool, as well as career growth.
Leadership
Organisational leaders are solely responsible for developing
strategic initiatives which drive the business, and ensure
that it is cascaded to the implementers. These strategic
initiatives include giving direction to human resource
leadership in aligning talent management strategies
and tactics with that of the business. Furthermore, the
leadership team needs to hold management accountable
for the delivery of talent management initiatives. Leadership
has to ensure that talent management strategies are
effective, support the business objectives and add value to
the business imperatives. If the leadership is not involved
actively in being a sponsor of talent management initiatives,
the talent management practices will not take priority in
the organisation – it will just be one of those human
resources activities.
http://www.sajhrm.co.za
Organisations need to go as far as allocating talent
management activities, tasks and deliverables to the
performance management process in the form of
key performance indicators. When the talent management
key performance indicators are met, the role players must
be rewarded to support and reinforce commitment and
implementation.
Limitations of the study
The limitations of the study are mainly because of the
purposive non-probability sampling method used.
Consequently, the sampling method does not allow for
generalisation of the findings to the general population
(Thomas, 2006).
Furthermore, it would have been preferred to include a much
bigger and broader sample (participants) and more cases
(companies in the private sector), but this was not possible.
The study is not rendered invalid and insufficient because of
the elements stated above. With the few participants and two
cases consulted in the study, the researcher has managed to
collect comprehensive and detailed data, referred to as ‘thick’
descriptions. During the interviews and the data analysis
process, the researcher realised and confirmed data saturation
and sufficiency, as concepts, themes and patterns were
repeated by the participants.
Recommendations for future research
Anecdotally, it is known that talent management is a valuable
best practice to have in an organisation. It would be of
substantial value to have a set, defined, specific and consistent
formulae to calculate the real economic value of investing in
talent management activities quantitatively. Often, the
investment in certain assets or finances spent in business
activities is justified by possible financial and economic
benefits that might be realised, and these financial returns are
easy to track. Therefore, the practice of talent management
will benefit from the ability to report on the actual economic
value realised. This capability will improve buy in and a
willingness to invest in high-quality talent management
initiatives and resources.
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Page 19 of 19
Original Research
Conclusion
Effron, M., & Ort, M. (2010). One page talent management: Eliminating complexity,
adding value. Boston, MA: Harvard Business Press.
In conclusion, the dimensions of talent management were
identified and developed. The delivered talent management
framework will guide and support the elevation of talent
management practices in organisations in the private sector.
The framework is comprehensive enough to cover all key
and core dimensions of talent management practice.
Ultimately, the framework is developed in such a way that it
can lead to best practice.
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Acknowledgements
Competing interests
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The authors declare that they have no financial or personal
relationships that may have inappropriately influenced them
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permission.
UNIT V STUDY GUIDE
Employee Selection Methods
Course Learning Outcomes for Unit V
Upon completion of this unit, students should be able to:
5. Relate different selection criteria and selection methods to organizational considerations.
Reading Assignment
Chapter 6:
Selecting Employees Who Fit
Unit Lesson
Over the years in HR, many organizations have hired exceptional employees and have hired some
employees that ended up being exceptionally terrible. For many in HR, early on in their careers, before they
really understood how to select well, both categories of employees were hired by chance; sometimes they got
lucky, and sometimes they did not. This unit is about minimizing reliance on chance and maximizing reliance
on science and proven practices. There are ethical and legal aspects to hiring, but the overall purpose is to
hire the right person, with the right skill set, at the right time. Selection is one of the primary ways the HR
function contributes to the bottom line of the company.
Amy Rees Anderson authored an article in Forbes magazine in 2013. The article was appropriately entitled
“Successful Companies Put The Right People In The Right Jobs.” The title is a bit of a play on the Jim Collins
statement:
We expected that good-to-great leaders would begin by setting a new vision and strategy. We found
instead that they first got the right people on the bus, the wrong people off the bus, and the right
people in the right seats—and then they figured out where to drive it. (Collins, 2011, p. 41)
Choosing the right person to hire is much more difficult than it sounds. There is a great deal to take into
consideration. “The cost of a bad hire—both direct costs such as placing ads and the intangibles such as lost
productivity and morale—can drain company re...
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