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the_development_of_a_talent_management_framework_for_the_private_sector.pdf
unitv_hrm_study_guide_110117.pdf
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SA Journal of Human Resource Management
ISSN: (Online) 2071-078X, (Print) 1683-7584
Page 1 of 19
Original Research
The development of a talent management framework
for the private sector
Authors:
Ebben S. van Zyl1
Rose B. Mathafena2
Joyce Ras1
Affiliations:
1
Department of Industrial
Psychology, University of the
Free State, South Africa
Sasria Insurance Company,
Johannesburg, South Africa
2
Corresponding author:
Ebben van Zyl,
vanzyles@ufs.ac.za
Dates:
Received: 20 May 2016
Accepted: 23 Jan. 2017
Published: 13 Apr. 2017
How to cite this article:
Van Zyl, E.S., Mathafena,
R.B., & Ras, J. (2017). The
development of a talent
management framework for
the private sector. SA Journal
of Human Resource
Management/SA Tydskrif vir
Menslikehulpbronbestuur,
15(0), a820. https://doi.
org/10.4102/sajhrm.
v15i0.820
Copyright:
© 2017. The Authors.
Licensee: AOSIS. This work
is licensed under the
Creative Commons
Attribution License.
Orientation: Talent management is a strategic priority especially for profit-generating
organisations in the private sector. Limited research has been conducted on the theoretical
development of talent management. The need for talent management is also triggered by a
need to align and integrate people management practices with those of the organisation in
order to achieve strategic execution and operational excellence.
Research purpose: The primary aim of the study was to develop a talent management
framework for the private sector. The research proposed to conduct an in-depth exploration of
talent management practices in key and leading organisations already in the mature stages of
talent management implementation in South Africa.
Motivation of the study: There is a need for the development of best practices in talent
management – where talent management strategy is designed to deliver corporate and human
resource management strategies. The formal talent management initiative would be linked
to the human resources management function and will flow vertically from the corporate
strategy-making process.
Research approach, design and method: The modernist qualitative research approach was
applied to the study. Data were collected through semi-structured interviews (18 persons were
interviewed in total). Analytical induction method was instrumental in facilitating the overall
data analysis, while constructivist grounded theory assisted with the operationalisation of the
data analysis.
Main findings: The study has mapped out key dimensions which are essential for the
implementation of talent management. The dimensions of talent management are attraction,
sourcing and recruitment, deployment and transitioning, growth and development,
performance management, talent reviews, rewarding and recognising, engagement and
retention. With each of the above-mentioned dimensions, the activities that are to be carried
out to achieve the outcome of each dimension are specified.
Practical and managerial implications: Role clarifications pertaining to talent management
responsibilities and accountabilities are still unclear in most instances. Early identification of
key role players and articulation of duties will lead to ownership and clear accountabilities for
the successful implementation of talent management.
Contribution/value add: The study brought to light critical factors for organisations in the
private sector to consider for the successful implementation of an integrated, holistic and
comprehensive talent management framework. The proposed framework guides talent
management practices within companies in the private sector by highlighting activities to be
carried out to achieve outcomes per talent management dimension.
Introduction
Key focus of the study
This study focuses on the development of a talent management framework for the private sector.
There seems to be a lack of a uniform theoretical talent management framework in the private
sector, which can be used as a guideline to drive talent management.
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Background
Collings and Mellahi (2009) asserted that since a group of McKinsey consultants coined the phrase
‘war for talent’ in 1997, the topic of talent management has received a remarkable degree of
practitioner and academic interest. This relatively recent emphasis on talent management
http://www.sajhrm.co.za
Open Access
Page 2 of 19
represents a paradigm shift from more traditional human
resource to strategic talent management, which according to
Silzer and Dowell (2009) is driven by corporate strategy,
incorporated with other processes, managed as a core
business practice and deep-seated as a talent mindset. The
Chartered Institute of Personnel and Development (2006)
further views excellent and best practice level of talent
management as a strategy designed to deliver corporate and
human resource management strategies. Often there is a
formal talent management initiative linked to the human
resources management function and flowing vertically from
the corporate strategy-making process.
According to Powell and Lubitsh (2007), talent management
has moved rapidly up the corporate agenda in recent years,
and this is evident in the amount of research papers published
over the last decade (e.g. Ashton & Morton, 2005; Bersin,
2006; Chikumbi, 2011; Church, Rotolo, Ginther & Levine,
2015; Collings, 2014; Festing & Shafer, 2014; Nijs, GallardoGallardo, Dries & Sels, 2014; Meyer, 2005; Odierno, 2015;
Prinsloo, 2012). Egerova (2014) is of the opinion that the
increasing attention to talent is affected by factors including
globalisation, knowledge-based competition, changing the
world of work as well as new forms of organisations and
demographic changes.
Despite the growing popularity of talent management and
over a decade of debate and hype, the concept of talent
management remains unclear (Collings & Mellahi, 2009;
Festing & Schafer, 2014; Nijs et al. 2014). Furthermore, the
current state of talent management literature is exacerbated
by the fact that in addition to ambiguities around the
definition of the concept, there is also alarmingly limited
theoretical development in the area as highlighted in the
research conducted by Arris, Cascio and Paauwe (2013).
Consequently, even though business and consulting firms
in the private sector have been driving talent management
as a strategic priority, there seems to be an overall lack of
theoretical frameworks in the academic field.
Overall, there also seems to be a lack of linkage between
talent management practices and the broader human
resource systems (Ntonga, 2007), as well as an absence of
clear succession planning, skills audits and organisational
culture driving talent management (Chikumbi, 2011).
This study attempted to bring to light critical factors which
must be taken into account to ensure that organisations can
achieve successful implementation of an integrated, holistic
and comprehensive talent management framework. The
framework will strive to guide talent management practices
within companies in the private sector, and also improve
and advance the maturity of talent management application.
Purpose
The primary aim of the study was to develop a talent
management framework for the private sector. The secondary
http://www.sajhrm.co.za
Original Research
aim of this study was to conduct a modernist qualitative
research study in order to explore and gain in-depth
knowledge on talent management and what it entails.
More specifically, the study aimed to:
• bring to light the understanding of the concept of talent
management through moving towards a clear language
of defining talent management as well as the content
thereof
• apply qualitative research and the use of analytic
induction as an overall data analysis strategy, while using
constructionist grounded theory to operationalise the
data analysis, thus elucidating how these approaches can
be used in talent management studies
• inform human resource practitioners and business
managers on how to plan, implement and evaluate talent
management in their business in the most comprehensive,
systematic, integrated, strategically driven and flexible
manner while realising the benefits for the business.
Contribution to the field
The study will contribute theoretically and practically to
the operation of businesses in the private sector. From a
theoretical perspective, the concept of talent management is
illuminated, and knowledge in the field of talent management
is extended through the development of a talent management
framework. The practical contribution includes access to a
well-integrated talent management framework, the purpose
of which is to facilitate the implementation and improvement
of talent management.
Furthermore, human resource practitioners and talent
management specialists will benefit from the developed
talent management framework as it will aid and guide the
best practice of talent management. The implementation
of the best practice of talent management will work only if
the planning, implementation, tools, practices, tactics and
dimensions of talent management are correctly applied as
advised by the research insights.
Lastly, the current status of qualitative research, analytic
induction and constructivist grounded theory will be
expanded in the areas of talent management and human
resource studies in South Africa.
What will follow
A conceptual overview of talent management is provided
below, as well as a discussion on key aspects linked to
talent management, followed by a description of the
research design and results.
Conceptual overview of talent management
Meyers and Van Woerkom (2013, p. 23) refer to talent
management as ‘the systematic utilisation of human resource
management (HRM) activities to attract, identify, develop,
and retain individuals who are considered to be “talented”’.
Open Access
Page 3 of 19
Meyer (2005) highlights that the attraction, growth and
retention of talent are key factors for modern organisations
that are knowledge driven. To be known as an employer of
choice is considered a key organisational goal with direct
benefits.
Chikumbi (2011) in a quantitative study investigating
talent management and staff retention at the Bank of
Zambia reveals that successful management of talent
and employee retention leads to the organisation attaining
a competitive edge. The study highlights that improved
talent management leads to increased productivity, motivated
staff, innovation and high employee contribution towards
the organisation.
Odierno (2015) states that talent management offers real
and tangible benefits of reducing recruitment costs,
effective knowledge transfer, realisation of business
strategy, delivery of cutting-edge services and products
and the creation of a competitive advantage, in spite of the
many challenges that organisations face in order to be
sustainable. Ashton and Morton (2005) argue that good
talent management is of strategic importance and can
differentiate an organisation when it becomes a core
competence, and its talent significantly improves strategic
execution and operational excellence.
Prinsloo (2012), in her study of talent management and the
psychological contract, provides evidence that management
can use talent management practices to strengthen the
psychological contract, leading to lower turnover, improved
motivation productivity and loyalty. Bersin (2006) asserts
that entry into the new era of talent management was
because of more challenging people-related issues requiring
tighter integration between human resource silos and
the business. As an organisation strives to meet business
goals, it must ensure that it has continuous and integrated
processes for recruiting, training, managing, supporting
and remunerating these people, and thus the need for
talent management.
Key aspects linked to talent management
The next section will highlight the key aspects that could
be linked to talent management (as identified out of the
literature).
Original Research
Employee engagement
Tucker and Williams (2011) believe that various actions taken
at different points of the talent management cycle boost
employee engagement. Effron and Ort (2010) suggested that
most talent management practitioners believe that increasing
engagement achieves the business objectives of improving
key financial and operational results. Furthermore, Caplan
(2011) claims a link between talent management and employee
engagement in that talent management significantly impacts
employee engagement, as they have common and similar
indicators such as employee development, utilisation of
employees’ capability and so on.
Employee value proposition
Collings (2014) asserted that employees who create and
contribute value to the organisation should get value back
from their organisation in the form of employee value
proposition (Employee Value Proposition). Bell (2005) views
the Employee Value Proposition as a key differentiator of
success for organisations competing to recruit, develop,
inspire and retain talented people. The best practice is to
develop a convincing, credible and competitive Employee
Value Proposition which can be responsive to the expectations
of talent.
Organisational culture and core values (healthy climate)
DeLong and Trautman (2011) highlighted that organisational
culture can be used to drive talent management, as culture
is a major factor in determining the success of projects
and programmes. You can have the most elegant leadership
development plans and talent management initiatives
imaginable, but if they are not supported by company
cultural practices, norms, values and assumptions, then these
programmes will have little impact. Pellant (2011) perceived
culture as the way people behave, as culture is in the
behaviour that is permitted and in the attitudes that are
allowed. In organisations, culture exists in how people treat
each other, customers, suppliers and other stakeholders.
Therefore, a set of behaviours and actions which encourages
and supports talent management has to be cultivated and
promoted. Haid, Sims, Schroeder-Saulnier and Wang (2010)
are of the view that the shared assumptions and values of
how to behave and carry out work activities in the
organisation must be aligned with the desired culture to
achieve business objectives and also support talent and
people management practices.
Employer of choice, best company to work for and
employer brand
Alignment of business strategy to talent management
The branding of a company as ‘employer of choice’ and
‘best company to work for’ is important in supporting
talent management initiatives, as the company will have
a reputation of being a great place to work for (Gatherer &
Craig, 2010). Li and Bryan (2010) emphasised that in the
quest to become employer of choice, organisations need
to create and sustain a workplace which brings a deeper
understanding of elements contributing to the workplace
climate.
Hatum (2010) emphasised the importance of aligning talent
management strategies with those of the overall organisational
strategy. Johnson, Scholes and Whittington (2011) view
strategy as the direction and scope of an organisation over
the long term, which achieves advantage in the changing
environment through its configuration of resources and
competencies with the aim of fulfilling stakeholder
expectations. The firm needs to have the ability to deliver a
holistic talent management strategy which supports the
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Open Access
Page 4 of 19
overall business strategy, and in turn allows the firm to
perform strongly in the market. According to Johnson et al.
(2011), this means that the firm has one coherent plan that
brings all areas together in a consistent manner. Internal
alignment in areas of information technology, communication,
finance, legal, marketing, human resources and talent
management is critical in sending clear, reliable and consistent
messages to employees.
Original Research
often used interchangeably in discussions of good and evil.
Talent management as a practice needs to incorporate a moral
and ethical stance, while adding value to the organisation. A
high degree of standards, credibility, fairness, justice, taking
responsibility and professionalism have to be exhibited in all
activities related to talent management (Hess & Jepsen, 2009).
Research design
Research approach
Career life stages and phases
Knowledge of the various career life stages and phases is
important, particularly in relation to talent management
processes as it creates an understanding of the particular
needs and preferences of the talent, for example, what learning
programmes, reward systems, engagement, branding and
attraction tactics can be employed for the talented at
various career and life stages (Cron & Slocum, 1989). Hess
and Jepsen (2009) acknowledged that there are age-related
differences related to differences in individual needs
based on their career stage. The specific needs for career
development, promotions and success of each career stage
need to be identified. In the early stages, employees are
focused on achievement, getting ahead, personal growth,
self-esteem and competence as these are key priorities
(Hess & Jepsen, 2009).
Generational theory and multiple generational workforce
Boshard and Louw (2011) projected that half of the
retiring baby boomers in senior management positions
would widen the gap of talent availability and supply, which
would result in most companies turning to Generation X and
Y employees in search of talent and skills. The white paper
released by the United Nations Secretariat Headquarters
(Boshard & Louw, 2011) strongly proposed that managing a
multigenerational workforce is a challenging art in itself and
that understanding the differences between the generations
is fundamental in building a successful multigenerational
workplace. Organisations must seek to optimise the talents of
all age groups, while reconciling differences in the workplace,
educating and allowing employees to utilise this diversity for
individuals and for organisational advantage.
Stratified systems theory, levels of work and complexity
Talent management goes hand in hand with placing high
potential employees on highly critical work projects, and also
progressively growing and promoting people. Careful
thought has to be placed on the complexity of the role against
a set of skills and competence possessed by the employee at a
particular career and life stage (Greene, 2010). Stratified
systems theory and levels of work and complexity theory
help to shed light on identifying the required skills for each
complex role (Greene, 2010).
The qualitative research approach was selected because of
the nature of the research process being flexible and emergent.
Leedy and Ormrod (2010) indicate that qualitative research
seeks a better understanding of complex situations and is
sometimes exploratory in nature. A modernist qualitative
research method was utilised in order to explore and gain indepth knowledge on talent management and what it entails.
With the study, the researcher hopes to further examine
effective and leading best practices and challenges in the
implementation process of talent management. Analytic
induction and constructivist grounded theory was applied to
analyse the data.
Case selection strategy
A multiple site case study design was adopted as the research
was conducted in two different companies, mainly for the
purposes of comparison and verification and to observe
similarities and characteristics in the data sets collected
(Moore, Lapan & Quartaroli, 2012). According to Bromley
(1990), case study research is a systematic inquiry into an
event or a set of related events which aims to describe and
explain the phenomenon of interest. Leedy and Ormrod
(2010) explain that in other instances researchers study two
or more cases, often c …
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