Talent management in the South African construction industry

Sydwell Shikweni,Rene Van Wyk,Willem Schurink

doi:10.4102/sajhrm.v17i0.1094

Sydwell Shikweni, Rene Van Wyk + Show 1 more

Open Access

https://doi.org/10.4102/sajhrm.v17i0.1094

Copy DOI

Abstract

Orientation: The South African construction industry is constrained by the shortage of a skilled workforce due to global competition and insufficient graduate output. There is a need to evolve attract and retain the most valuable talent.Research purpose: The aim of this study was to investigate talent management in a prominent South African internationally operating construction company. The objective is to develop a framework for enhancement of talent management practices.Motivation for the study: The South African construction industry’s inability to retain talent, hampers global competitiveness and productivity. Talent shortages need to be addressed at a strategic level to remain competitive.Research approach/design and method: A qualitative research approach examined a single South African construction organisation in the Gauteng Province. Grounded theory was used to analyse data generated from interviews, participant observations and company documents.Main findings: Firstly, talent management in the construction industry supposes mutual actions from the organisation and its talented employees. Secondly, internal enablers drive business outcomes by in alignment with a well-crafted strategy. Thirdly, a regulatory framework should acknowledge labour market dynamics and diversity. Fourthly, internal and external enablers should be taken into consideration. Finally, effective implementation of talent management practices yields talent sustainability and competitiveness.Practical/managerial implications: The two conceptual frameworks developed indicate: (1) key factors that play a role in talent management, and (2) the interface between talented employees and the organisation.Contributions/value-add: The findings provide two proposed frameworks that could guide leadership to devise an enabling global competitive talent management environment in the construction industry.

Highlights

The construction industry is one of the primary pillars of economies around the world (Fapohunda & Chileshe, 2014; Oyewobi, Windapo, & James, 2015; Sawhney, Agnihotri, & Paul, 2014; Xue, Zhang, Yang, & Dai, 2014)
Contributions/value-add: The findings provide two proposed frameworks that could guide leadership to devise an enabling global competitive talent management environment in the construction industry
Talent management practices are characterised by ongoing mobilisation and demobilisation of people at different stages of construction projects (Mitchell, 2011)

Summary

Introduction

The construction industry is one of the primary pillars of economies around the world (Fapohunda & Chileshe, 2014; Oyewobi, Windapo, & James, 2015; Sawhney, Agnihotri, & Paul, 2014; Xue, Zhang, Yang, & Dai, 2014). Talent management practices are characterised by ongoing mobilisation and demobilisation of people at different stages of construction projects (Mitchell, 2011). Mobilisation relates to the activation of resources for a specific project, and demobilisation entails deactivation of resources at the construction site (Business Dictionary). There are a number of challenges confronting the industry in relation to talent management, such as the slowing down in infrastructure projects because of economic pressures (Coulson-Thomas, 2012); the often remote location of key positions (Böhmer & Schinnenburg, 2016) and the ongoing war on talent as a result of talent shortage (Böhmer & Schinnenburg, 2016, Swailes & Blackburn, 2016; Worrall, Harris, Stewart, Thomas, & McDermott, 2010). The ability and flexibility to meet these challenges are key to ensuring successful talent management in construction (Boshard & Louw, 2012)

Objectives

Discussion

Conclusion