Exploring talent management execution in the Ministry of Justice in the Namibian public sector

Kristofina Filippus,Cecilia M Schultz

doi:10.4102/sajhrm.v17i0.1162

Abstract

Orientation: The Ministry of Justice in the government of the Republic of Namibia, which is tasked to implement an effective judicial system in the country, is one of the public sector institutions rocked by a shortage of critical skills.Research purpose: The aim of this study was to scrutinise the execution of talent management practices in the Ministry of Justice in the Namibian public sector by investigating the talent management execution levels, identifying the distractors and enablers that form part of the talent management practices and developing a conceptual framework of talent management execution.Motivation for the study: The war for talent is evident in the Ministry of Justice in the Namibian public sector, and limited research exists regarding the execution of talent management in this organisation.Research approach/design and method: The research was based on an exploratory research design and a qualitative approach was used. Purposive sampling was utilised and semi-structured interviews were conducted. The data were analysed by means of qualitative content analysis.Main findings: Talent management was executed on three levels: human resource execution, operational execution and strategic execution. Specific distractors and enablers were identified and formed part of the talent management practices.Practical/managerial implications: To execute talent management properly, managers and human resource managers should attend to the identified talent management distractors and enablers.Contribution/value-add: Talent management execution levels and the relating distractors and enablers were identified. A conceptual framework of talent management execution in the Ministry of Justice in the Namibian public sector was developed.

Highlights

Business leaders who execute the best talent management processes are more prepared than their competitors to compete in the global economy and capitalise quickly on new opportunities
The following themes were identified: human resource (HR) execution, operational execution and strategic execution, which can be grouped as talent management execution levels
Operational execution entails the practical policies and procedures that need to be in place and strategic execution refers to the elements that relate the long-term aspects of talent management

Summary

Introduction

Business leaders who execute the best talent management processes are more prepared than their competitors to compete in the global economy and capitalise quickly on new opportunities. Talent management practices are focal tools for attracting top talent to key roles, but are recognised as a great global challenge to organisations (Johnson, 2015). An aspect of talent management that needs consideration is the levels of responsibility within a particular organisational context (Tansley, 2011). Operational execution (King, 2017) and strategic execution (Hughes & Rog, 2008) of talent management are imperative. A paradigm shift from traditional HRs to strategic talent management is needed and this may lead to changes in the organisational business practices and procedures (Van Zyl, Mathafena, & Ras, 2017). Distractors and enablers should form part of the talent management practices

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