Abstract
Organisations are striving towards improved operational modes that enhance responsiveness to customer needs. One of the strategically considered means is talent enrichment practices for employees who are talent repository for firms. This study examined the empirical link between talent enrichment and operational sustainability. A sample of 216 employees the telecommunication sector in Nigeria was surveyed using questionnaire instrument. The data showed a positive and significant relationship between the constructs examined. This was noticeably strong with targeted skill mapping and operational effectiveness measured by quality service delivery, process improvement and timelines in service delivery. It is clear from the findings that talent enrichment remains a strategic imperative that engenders effective and efficient operations in work organisations. The findings hold strong theoretical implications in terms of operationalization of the variables that has been hitherto viewed as unidimensional. Its value-driven implication in terms of managerial policy is underscored.
Highlights
Organisational operators are showing increased concern for operational effectiveness and sustainability
The objective of this study was to examine the empirical link between talent enrichment practices and operational sustainability
From the study results; it was found that talent enrichment component of competency assessment relates significantly with operational sustainability
Summary
Organisational operators are showing increased concern for operational effectiveness and sustainability. Increased technological advancement and breakthrough aimed at prompt response to customer demands are themselves sophisticated and require a renewed set of work skills alongside sustaining relevant existing skills. The change nature of work tasks that characterized today’s work place only imply that the inherent work skills of employees must be strategically enhanced to meet effective operational goals that prompt attainment of overall organisational goals. This suggests critical attention at exploring, mining and targeting employee talents that are needed to undertake assigned task, creatively re-engineer work processes and timely deliver on goals. Managing talents for macro organisational outcome has earned scholarly concern within developed economies
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