Abstract
The article was based on an interpretive paradigm, which adopts a qualitative desktop review approach. Various document sources that inform 4IR and talent management within the local government context in South Africa were employed. The two cities of Johannesburg and Ekurhuleni were used as case studies to examine their talent management strategies in the 4IR. The analysis of documents has shown that the 4IR can enable accelerated delivery of services; increase access to services; improve community participation; and more significant social accountability. Nevertheless, some municipalities in South Africa do not have enough resources and skills capacity to implement ICT/4IR measures to improve services; hence managing talent in key technical jobs has become an impediment. The absence of institutional readiness among local municipalities is a huge deterrent to managing talent needed to drive service delivery in the 4IR. The study concludes that to achieve efficient public service delivery within the 4IR, local municipalities should retain talent to manage the digital technologies that demand skilled expertise. The article recommends the government develop policies that offer guidance to local municipalities on managing specified sets of talents that are deemed crucial to enhancing socio-economic development in the 4IR.
Highlights
Talent management is a broad phrase with no universal definition
It can be argued that, soft skills, technological and entrepreneurial skills may help improve public service delivery in South African municipalities, increased investment in human capital and interdepartmental coordination and planning are required while managing existing talent and retaining a skilled workforce
The article draws its analysis from the Human Capital Theory, which dictates the need to invest in skills in local government as a prerequisite for driving change the 4IR
Summary
Talent management is a broad phrase with no universal definition. It depends on the context and purpose in which it will be used. Considering this gap, this article aims to reiterate the need to retrain, manage and develop skills of public officials, aligning them to the demands of 4IR, which is crucial for public service delivery. Given the complexity of adopting technology and models within the public sector, Becker's ideas relate to the need by local municipalities in South Africa to ensure that skills are retained and managed through training and other performance appraisals to enhance efficiency in service delivery. It can be argued that, soft skills, technological and entrepreneurial skills may help improve public service delivery in South African municipalities, increased investment in human capital and interdepartmental coordination and planning are required while managing existing talent and retaining a skilled workforce. These initiatives can only be assessed in the coming future and form part of future publications
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