Browsing by Author "Barties, Biondi Neil"
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- ItemExploring Talent Management Processes and their Effect on Talent Retention within the Western Cape Department of the Premier (DotP)(Stellenbosch : Stellenbosch University, 2020-12) Barties, Biondi Neil; Van der Berg-Ross, Ashlene; Stellenbosch University. Faculty of Economic and Management Sciences. School of Public Leadership.ENGLISH SUMMARY : A critical success factor and essential value-creating resource, which is an imperative internal resource for every single organisation is talent (high-potential individuals). The number of organisations embracing the concept of talent management (TM) has increased exponentially, which can be attributed to the fact that an organisation can grow and gain a sustainable advantage in the long term through the successful implementation of a TM programme. TM ensures that talented individuals with special skills are situated in the correct positions. Using individual talent effectively can be beneficial, enhancing operational efficiency as well as performance, subsequently contributing to an enhanced image and culture for the organisation. There are various reasons talented employees decide to leave one organisation for another, and TM, in the form of opportunities for development, as well as upskilling and utilising those skills together with career opportunities, is central to the decision by individuals to stay. Human resources (HR) and TM practitioners worldwide are confronted with the issue of employee turnover. To effectively manage this turnover and improve talent retention it is pertinent for management to know the factors that impact TM, talent development and retention within the organisation. The basic emphasis of this study is the exploration of TM processes and talent retention within one specific public sector organisation, namely the Western Cape Department of the Premier (DotP). This research is qualitative as well as quantitative in nature. The researcher employed an exploratory approach, thus gathering the pertinent data by means of interviews and a questionnaire. In the course of the venture the researcher consulted and analysed numerous government policies (which includes departmental standard operating procedures [SOPs]), books, journal articles with additional internal departmental documents. The study essentially used a combination of primary and secondary data. The following key TM dimensions were mapped out by the study: - Talent planning; - Talent acquisition; - Training and development; - Performance management; - Succession planning; and - Talent retention. The outcomes demonstrate that DotP to a large extent applies the principles underlying TM within their organisation. However, issues exist, and proposals are made in this regard. The analysis reveals that employees within DotP regard talent planning, the acquisition of talent, training and development of individual talent, and performance management as imperative for staff retention. They also reveal that the Department’s succession planning efforts are inadequate and hinder successful implementation of a TM programme. In order for DotP to realise its vision and achieve sustainable business results it is essential to employ a more consistent and integrated TM process and retain high-potential individuals.