Abstract
The aim of this study was to investigate and delineate the perceived challenges of implementing an integrated talent management strategy at a South African tertiary institution. The study was conducted at a relatively new university that opened its doors on the 1st of January 2015. Since the inception of the university under study, the institution has grown considerably but without proper policies and strategies in place to ensure its competitiveness and sustainability within the current Higher Education and Training sector in the country. A qualitative research methodology in the form of semi-structured interviews conducted with a convenience sample of 10 participants was employed to execute the study. The sample was drawn from the population of directors and official representatives of administrative, academic and support staff. The inclusion of these participants was premised on the idea that by virtue of their job description, they would be most exposed to talent management issues. Results of the study indicate that the major challenges experienced in implementing an integrated talent management strategy at the university include lack of management commitment and budget, as well as unionism and resistance to change amongst staff. As such, the primary recommendations of this study are for demonstrated commitment by university management towards accessing adequate finances to facilitate the implementation of a sound talent management strategy that will assist in promoting both the quality and longevity of the tertiary education institution in question.
Highlights
Talent management as a concept, lacks a clear definition
This research reported a myriad of perceived challenges in the implementation of an integrated talent management strategy at a tertiary education institution in South Africa
Participants highlighted various perceived challenges in implementing an integrated talent management strategy at the tertiary institution under study as stated above, during content analysis three overarching themes arose. These included the lack of management commitment, lack of budget and an over dependence on unionism displayed by staff as resistance to certain positive initiatives that have been taken by top management of the institution
Summary
Talent management as a concept, lacks a clear definition. Many scholars differ in defining the concept, there is no single universally accepted definition for it as such (Thunnissen, Boselie & Fruytier, 2013). Erasmus, Loedolff, Mda and Nel (2013) define talent management as the process of establishing a continuous supply of highly productive individuals in the right job at the right time. Erasmus, Loedolff, Mda and Nel (2013) define talent management as the process of establishing a continuous supply of highly productive individuals in the right job at the right time. Their definition includes the implementation of strategies designed to increase workplace productivity, as well as to improve processes for attraction, development, retention, and efficient utilization of people with the required skills and competencies to meet both current and future strategic business needs. Talent management as a concept has a number of varied definitions, there appears to be a general consensus amongst scholars that talent management as a practice involves the attraction, identification, recruitment and retention of skilled employees who are able to create value within an organisation
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