Abstract
Purpose: The purpose of the study was to find out the perceptions of employees towards talent management strategy and staff retention at Deloitte & Touche, Kenya.Methodology: This study has adopted the form of a descriptive survey design. The population that was targeted for the study was the 400 employees that work in Deloitte Kenya offices. Therefore the sample size was 80 employees who were at the offices of Deloitte Kenya, who were selected using stratified random sampling which was done using R software. The study made use of primary data that was collected through the use of a questionnaire. Descriptive statistics which include mean and frequencies have been used for the purpose of performing data analysis. The mean scores have been used to rate the factors in order of their importance. After data collection which was carried out through the use of questionnaires, this data was prepared for purposes of analysis by having it edited, sorting out any blank responses that were noted, coding these responses, categorizing it as well as keying it into the statistical package for social sciences (SPSS) software so as to be able to analyse it.Results: The study found thatremuneration, training and career development; organizational culture, reward and recognition all have a significant and positive association with staff retention.Unique contribution to theory, practice and policy: The study recommends that both benefits and salaries of employees should be commensurate according to the efforts. In addition the bonus pay to employees should be structured in a manner to motivate employees. This will help in improving employee retention.
Highlights
1.1Background of the StudyTalent is one of the critical success factors of an organization
The results further showed that 36% of those who responded were in audit, 32% in advisory, 16% in tax and 16% in Internal Client Services (ICS)
The results revealed that 52.2% were between ages 25 – 30 years, 17.4% were between ages 30 – 35 years, 13% were younger than 25 years, 8.7% were aged between 35 – 40 years while another 8.7% indicated they were aged 40 years or older
Summary
1.1Background of the StudyTalent is one of the critical success factors of an organization. Talent management in professional services firms is one of those areas that challenges many organization. Find, develop and retain talent that is the right fit is time consuming exercise that continues to take up significant amounts of the efforts that management make in managing talent. Any companies that do not embrace a strategy for their talent management that can be said to be effective are likely to experience significant employee exits in many instances to firms that are competitors. This can lead loss of any competitive advantage as a result of inefficiencies from operations (Sun 2012)
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