Keeping Millennials Engaged: A Study of Talent Management on Millennial Employee Retention in a Provincial Government in Northern Luzon

Talent Management serves as a vital component of contemporary human resource management. This paper explores the strategies and advantages of effective talent management practices, along with their impact on hiring and selection processes, performance enhancement, and career development. The paper also seeks to integrate research on talent management and examine its relationship with employee retention and organizational effectiveness. The research is grounded in an extensive review of literature centered on the concepts of talent management, technology-driven innovation strategies, employee retention planning, and value creation through supportive management. The literature review was carefully carried out by analyzing research articles published in reputed academic journals. The research provided an in-depth discussion of talent management and its associated variables. This study focuses on examining the impact of talent management strategies on employee performance and retention. The findings of the study revealed that talent management practices—such as recruitment and selection for attracting talent, coaching and mentoring for developing talent, and compensation for retaining talent—significantly enhanced employee performance. Therefore, this section of the research highlights that talent management strategies have a substantial influence on the overall performance of the organization. Employee performance and retention should be evaluated through the implementation of these talent management strategies. These strategies have a significant impact on employee retention. When employees recognize opportunities for growth and feel supported, they are less likely to seek employment elsewhere. This reduces turnover costs and ensures that the organization retains valuable skills and experience, ultimately contributing to its long-term success. The researchers conclude that organizations seeking a competitive edge over their business rivals must manage their talent with diligence and effectiveness. This paper affirms that prior research on talent management contributes to a deeper understanding of the concept and its advancement.

Purpose – This paper aims to examine the themes of talent management, work-life balance (WLB) and retention strategies in the hospitality industry. The study was undertaken through an analysis of the key themes in the most recent literature. The paper uses a framework incorporating organisational and industry attributes, personal employee dimensions, work-life conflict and organisational strategies and examines these in relation to whether job satisfaction, organisational commitment and employee retention improve. Design/methodology/approach – The paper uses employee turnover literature to underpin a discussion of successful talent management. Using a key word search in both the hospitality literature and more mainstream management research, it divides the literature into four themes, namely, employee attitudes, personal employee dimensions, WLB and organisational strategies for employee retention. Findings – The key findings emerging from this examination of the literature show that WLB appears to have become one of the key variables when addressing issues of employee management and retention. In the recent literature, the link between employee attitudes, such as job satisfaction and organisational commitment, personal dimensions, such as stress and alcohol abuse, and WLB have become closer and intertwined. These links assist in gaining more focussed strategies to assist in retaining talented staff. Research limitations/implications – The meta-analysis of relevant literature provides an understanding of recent thinking in the area of WLB, talent management and the retention of talented staff. The article reframes the key issues in light of changes in the work environment and presents a new framework for future research and industry application. Practical implications – Given that WLB has become such an important factor, it is critical that managers regularly monitor the levels of WLB being experienced by staff. As staff are not always aware of WLB being a problem until it is too late, managers will need to find appropriate methods for assessing the presence of problems in this area. Social implications – The development of WLB strategies within the hospitality industry will assist in providing a healthier lifestyle for employees. This will then positively impact on family and social relationships. Originality/value – The meta-analysis of relevant literature provides an understanding of recent thinking in the area of WLB, talent management and the retention of talented staff. The article reframes the key issues in light of changes in the work environment and presents a new framework for future research and industry application.

Effective personnel management is increasingly acknowledged as a strategic method to handle the difficulty issue of employee retention which has been viewed as a major concern for firms in the competitive banking sector. Previous research has focused on specific tactics and how they can improve staff retention, yet turnover in the banking industry in Abia state, Nigeria, keeps rising. Determining the effect of talent management methods on employee retention in the setting of commercial banks in Abia State, Nigeria, is the purpose of this study. This is anticipated to fill in the knowledge gaps on the difficulties in talent management methods for commercial banks in Nigeria’s Abia state. This study aims to investigate the effects of talent management techniques on employee retention in the commercial banking sector in Abia State, including sourcing/recruitment, training/development, and reward/recognition. The study uses a qualitative method of data gathering through interviews with HR department workers of the chosen banks, using an interpretivist philosophy and inductive methodology. The data analysis includes thematic analysis to examine the effects of talent management strategies on employee retention. A strategy that can assist in overcoming the difficulties in the aforementioned talent management strategies is succession planning. The study finds that reward and recognition programs, comprehensive training and development programs that are seen to create opportunities for career growth and advancement, and effective recruitment practices that are in line with the bank’s culture and values are key strategies for reducing employee turnover. Thus, the study’s advice is consistent with its findings that succession planning is a talent management strategy that can combine other approaches to create a comprehensive approach to talent management, enhancing both competitive advantage and employee retention.

Purpose: The purpose of this research is to determine and analyze talent management, job satisfaction, employee retention and employee performance, the influence of talent management on employee performance, the influence of job satisfaction on employee performance, the influence of talent management on employee retention, the influence of job satisfaction on employee retention, the influence employee retention on employee performance, employee retention can mediate the influence between talent management on employee performance and employee retention can mediate the influence between job satisfaction and employee performance.Design/Methodology/Approarch: The type of research in preparing this thesis is explanatory research with the population, namely, production employees at PT. Polowijo Gosari Gresik, namely 234 employees, with a sample size of 70 respondents. The data analysis technique uses a range of scales and Structural Equation Modeling (SEM) with the partial least squares (PLS) method.Findings: The research results show that talent management is included in the good criteria, job satisfaction is quite satisfactory, employee retention is good, and employee performance is quite high. Talent management does not affect employee performance, job satisfaction has an effect on employee performance, talent management has no effect on employee retention, job satisfaction has no effect on employee retention, employee retention has an effect on employee performance, employee retention is unable to mediate the effect of talent management on employee performance and employee retention is unable to mediate the influence of job satisfaction on employee performance.

Purpose: This study aims to analyze the influence of Business Reputation, Leadership, and Organizational Justice on Talent Management Strategies, Employee Retention, and MSME Performance Strategies, while examining the mediating roles of Talent Management Strategies and Employee Retention.. Research Methodology: A quantitative approach was employed using data from 189 MSMEs selected through purposive sampling. The data were analyzed using SPSS and Smart PLS 3 to test both direct and indirect relationships among variables. Results: Findings indicate that Business Reputation significantly affects Talent Management Strategies (p = 0.000), Employee Retention (p = 0.026), and MSME Performance (p = 0.000). Leadership shows no significant effect on any dependent variable, while Organizational Justice significantly influences Talent Management Strategies (p = 0.008) but not Employee Retention or MSME Performance. Indirectly, Talent Management Strategies mediate the effects of Business Reputation and Organizational Justice on Employee Retention, whereas Employee Retention does not mediate the effect of the main variables on performance. However, a combined mediation of Talent Management Strategies and Employee Retention significantly links Business Reputation to MSME Performance (p = 0.036). Novelty indicators reveal that business governance and ethics strongly represent Business Reputation, with loadings of 0.931 and 0.944. Conclusions: Business Reputation and Organizational Justice are key drivers of Talent Management Strategies and Employee Retention, whereas Leadership plays an insignificant role. Limitations: The study is limited to Indonesian MSMEs and cross-sectional data. Contribution: It contributes by emphasizing ethical governance and fairness as essential elements in improving MSME talent retention and performance.

This study aims to analyze the effect of talent management, job satisfaction, and career development on employee retention at PT Nusantara Power Enjiniring. Employee retention is a crucial factor for company sustainability and success, especially in competitive industries such as the energy sector. The research method used is a quantitative approach with data collection techniques through questionnaires. The research sample consisted of 50 employees of PT Nusantara Power Enjiniring who were selected using the saturated sample method. The results showed that talent management and job satisfaction partially affect employee retention, while career development has no positive and significant effect on employee retention at PT Nusantara Power Enjiniring. Simultaneously, talent management, job satisfaction, and career development variables have a positive and significant effect on employee retention at PT Nusantara Power Enjiniring. From the results of multiple linear regression tests, the adjusted R-square value is 66.5%, so it can be explained that 66.5% of talent management, job satisfaction, and career development variables affect employee retention, while the remaining 33.5% is influenced by other variables. Talent management was found to be the most influential factor, followed by job satisfaction and career development. This finding implies that companies need to focus on effective talent management strategies, improve employee job satisfaction, and provide clear career development opportunities to improve employee retention.

Talent management has become increasingly important for modern organisations as a result of the advent of the modern economy, new generations entering the workforce, and the need for businesses to become more strategic and competitive, which necessitates new ways of managing resources and human capital. In a theoretical sample of fifteen journals, the influence of talent management on employee performance and retention was explored. A conceptual model of the link between talent management practise, employee performance, and employee retention was produced as a consequence. According to the comparison and conclusions from literatures, good personnel management has a significant beneficial influence on employee productivity and retention, both directly and indirectly, as a critical aspect for the firm. This study investigates the relationship between talent management, employee performance, and employee retention. Keywords: Talent management, Employee Recognition, Job satisfaction, Learning and development, Career management, Competency mapping, Employee performance, Employee Satisfaction, Employee Retention.

Talent management has gained widespread attention as organizations strive to retain their top-performing employees. The success of talent management strategies relies on identifying and developing employees with the potential to take on leadership roles within an organization. This paper explores the factors that determine talent management and its role in employee satisfaction. The study analyses various aspects of talent management, such as recruitment, training and development, succession planning, and career management. The research also examines how talent management affects employee satisfaction and retention. The findings suggest that organizations that effectively implement talent management strategies are more likely to retain their top-performing employees and foster a culture of employee satisfaction. The paper concludes that talent management should be an integral part of an organization's overall human resource management strategy to achieve sustainable success.

Purpose This study investigates the mediating role of employer branding (EB) in the relationship between talent management (TM) practices and engineers’ intention to stay (ITS) in Malaysia’s manufacturing sector. It explores how recruitment and selection, training and development and performance management affect engineer retention through EB. In response to escalating talent shortages in Malaysia’s engineering workforce, the study offers theoretical and practical insights into how exclusive TM practices strengthen EB and improve retention. Underpinned by the resource-based view (RBV) theory, the research positions EB as a strategic organizational resource linking TM to workforce sustainability. Design/methodology/approach A structured questionnaire was administered to 374 engineers working in Malaysia’s manufacturing industry. Structural equation modelling (SEM) was employed to test direct and mediating relationships among TM practices, EB and ITS. Findings The findings confirm that recruitment and selection, training and development and performance management significantly enhance engineers’ perception of EB. Moreover, EB, in turn, positively influences ITS, acting as a key mediator in the TM–retention relationship. EB fully mediates the relationship between recruitment and selection and ITS, while it partially mediates the links between the other TM practices and ITS. These results underline the pivotal role of EB in addressing engineer retention challenges. Practical implications For Malaysian manufacturers, implementing structured TM practices is vital for engineer retention: (1) transparent recruitment aligning roles with career growth expectations, (2) continuous upskilling through Industry 4.0 certifications and AI-driven learning and (3) competency-based performance systems with clear promotion pathways. HR managers should integrate EB messaging across all TM phases, emphasizing technological advancement and R&D opportunities. Collaborative university partnerships can strengthen talent pipelines. Policymakers should incentivize STEM education and sector-wide EB initiatives while fostering public-private workforce development programmes. These evidence-based strategies address Malaysia’s engineering talent shortage by transforming TM systems into retention-focused, brand-building mechanisms. Social implications This research highlights how effective TM-ER systems can enhance workforce stability in Malaysia’s manufacturing sector, reducing economic losses from turnover while supporting national industrial growth. By prioritizing career development and continuous learning, organizations contribute to engineering workforce upskilling – crucial for Industry 4.0 transitions. Strong EB practices promote employee well-being and job satisfaction, creating more equitable workplaces. At a societal level, the study underscores the need for education-industry alignment to prepare future engineers, reducing skill mismatches. These findings advocate for corporate investment in human capital development as both an organizational imperative and a social responsibility to build sustainable, innovation-driven economies. Originality/value This study offers a pioneering empirical examination of how exclusive TM practices – specifically recruitment and selection, training and development, and performance management – impact engineers’ ITS in Malaysia’s manufacturing sector through the mediating role of EB. By integrating TM and EB within a unified framework and employing structural equation modelling (SEM) on data from 374 engineers, the research substantiates EB as a strategic organizational resource that enhances employee retention. This work extends the RBV theory by positioning EB as a competitive asset, providing actionable insights for HR practitioners and policymakers aiming to address engineering talent shortages in Malaysia.

Talents play a critical role in achieving organizational strategic goals and a higher level of performance in the healthcare industry. Therefore, the UAE government, which strives to provide world-class healthcare services, encouraged the adoption of talent management strategies and creation of essential capabilities for talent recruitment, development, and retaining. This study explores the talent management strategies, policies, and practices in multiple departments of a public UAE hospital. Moreover, it investigates required skills, competencies, and programs for those departments in the context of Industry 4.0. The study adopted a case study approach and qualitatively surveyed a purposive sample of 13 departmental managers, section heads, and supervisors who are experienced in employee management. The study found that talent management at the studied hospital is undefined and unclear in terms of strategies, policies, and practices. Furthermore, the study highlighted the need for employee encouragement, motivation, and engagement, as well as confirmed the critical role of management and leadership in facilitating talent management in the hospital. Accordingly, a UAE hospital could benefit from this study to develop its talent management policy and strategies that will guide managers in the Industry 4.0 era. Acknowledgment The nursing administration, nursing research committee at Tawam hospital and managers who responded to the study survey are acknowledged for the extension of support for the study.

This study aims to analyze and evaluate talent management strategies in the recruitment process and their impact on improving employee performance and retention at PT Knauf Plasterboard Indonesia Plant Cilegon. Companies must implement a cohesive and effective recruitment strategy integrated with thorough talent management practices to address the challenges posed by business competition and the demand for high-quality human resources. This study employs a qualitative research method, utilizing data collection techniques such as in-depth interviews, observations, and document analysis. The study results indicate that implementing talent management strategies that identify competency needs, potential-based selection, and structured career development significantly improve individual and team performance. Furthermore, the strategy positively influences employee retention rates by enhancing engagement and satisfaction through well-defined career progression opportunities. This research recommends that organizations persist in advancing data-driven and technology-oriented methods within their talent management processes to navigate the increasingly intricate dynamics of the labour market effectively.

Talent management is a common attraction and retention technique for talented workers in the current business scenario. Still, talent management contributes to the more significant appeal, and retention of employees is an unexplored area in the manufacturing industry. In Malaysia, employer branding is gaining significance. While the idea of the Employer brand has become a routine for companies, several researchers have recently attracted the attention of this field. Developing, recruiting, and keeping workers is a great challenge for every company. The purpose of this study is to explore the relationship between positions in employer branding and talent management. The paper aims to analyze the current state of the manufacturing industry in branding roles and assess their effect on talent management. The research seeks to address the employer branding and talent acquisition concept and the company's techniques. As a result, this study aims to look into the functions of employer branding in fostering employee talent management. For a better understanding of the relationship, this research proposes a conceptual model. This research is then evolved into a concrete study hypothesis for future investigations. The goal is that the researcher's findings will reveal a substantial link between employer branding positions and talent management. For relevant practitioners and new researchers, this study will be a possible eye-opener.

The objective of this quantitative study is to investigate the mediating role of employee engagement in the effects of talent management and employer branding on employee retention. Using census sampling, all 84 employees of Department of Human Resources, Organization, and Culture at the Financial Services Authority were involved as the research respondents. The data was harvested via Google Forms and analyzed using Structural Equation Modeling in Smart PLS 3.0, following the evaluation of the measurement model, structural model, hypothesis testing, and mediation testing. This study finds that talent management has a positive and insignificant effect on employee retention, that employer branding has a positive and significant effect on employee retention, and that employee engagement mediates the effect of talent management and employer branding on employee retention.

Purpose In an ongoing War for Talent, what are the intangible and tangible return on investments (ROIs) for boundary-spanning employees? This study aims to develop a formative structural equation model (SEM) of the Matthew effect in talent. management. Design/methodology/approach This study develops a formative SEM theoretical model. Training and development (T&D) are the two antecedents of the latent construct – talent management strategy (TMS). This study frames the latent construct (TMS) in the proximal context of reducing burnout (cynicism and inefficacy), the distal context of subjective and intangible outcomes (job and life satisfaction) and the omnibus context of objective, tangible and financial rewards (the sales commission). The study collected data from multiple sources – objective sales commission from personnel records and subjective survey data from 512 sales employees. Findings The empirical discoveries support the theory. Both T&D contribute significantly to the TMS, which reduces burnout in the immediate context. TMS enhances job satisfaction more than life satisfaction in the distal context. TMS significantly and indirectly improves boundary spanners’ sales commission in the omnibus context via life satisfaction, but not job satisfaction. The model prevails for the whole sample, men, but not women. Practical implications Our discoveries offer practical implications for the Matthew effect in talent management: policymakers must cultivate T&D, develop TMS, facilitate the spillover effect from job satisfaction to life satisfaction, concentrate on the meaning in their lives and take their mind off money. TMS ultimately helps ignite these boundary spanners’ sales commission and their organization’s bottom line and financial health. The rich get richer. Originality/value It is life satisfaction (not job satisfaction) that excites boundary-spanning employees’ high level of sales commission. Our model prevails for the whole sample and men, but not for women. Job satisfaction spills over to life satisfaction for the entire sample, for men, but not for women. The results reveal gender differences.

The purpose of this paper is to analyse the previous studies, take qualitative input and feedback of senior HR experts of telecom sector to scroll the importance of integration of diversity management and talent management practices. Another objective is to study practical implications and contribution of Human resource development in coordinating these strategies. The significance of the current study is to provoke the integration and importance of delivery of diversity trainings in liaison with Talent Management practices and strategies. This study aims to highlight the importance of Human resource development and its contribution in retention of employees. Secondly, to build strong relation and impact effective and efficient implementation of HRD with talent management strategies.