Original Research - Special Collection: Navigating Talent in a Disruptive World

Future-proofing talent management: Organisational implications and practical considerations

Marna van der Merwe, Petrus Nel, Crystal Hoole
SA Journal of Industrial Psychology | Vol 49 | a2130 | DOI: https://doi.org/10.4102/sajip.v49i0.2130 | © 2023 Marna van der Merwe, Petrus Nel, Crystal Hoole | This work is licensed under CC Attribution 4.0
Submitted: 01 August 2023 | Published: 18 December 2023

About the author(s)

Marna van der Merwe, Department of Industrial Psychology and People Management, School of Management, College of Business and Economics, University of Johannesburg, Johannesburg, South Africa
Petrus Nel, Department of Industrial Psychology and People Management, School of Management, College of Business and Economics, University of Johannesburg, Johannesburg, South Africa
Crystal Hoole, Department of Industrial Psychology and People Management, School of Management, College of Business and Economics, University of Johannesburg, Johannesburg, South Africa

Abstract

Orientation: The study investigated the organisational level factors that impact the sustainable operationalisation of talent management.

Research purpose: The study explored the impact and interplay of internal realities and talent choices in determining a fit-for-purpose talent management approach.

Motivation for the study: The changes that organisations face have given rise to the need to re-evaluate talent management practices, which remain largely devoid of the potential impact of contextual factors and realities.

Research approach/design and method: The qualitative study was conducted in two phases. During the first phase, data were collected from 13 talent management professionals using purposeful sampling and semi-structured interviews. During phase two, the Delphi method was used to validate the findings with an expert panel (n = 8).

Main findings: The four broad themes identified through the research relate to: (1) the interplay between organisational factors and internal realities, (2) congruence between the organisational context and talent philosophy in talent management execution, (3) clarity on defining talent and (4) challenges in translating talent philosophies into practices.

Practical/managerial implications: Organisational factors and internal realities impact the talent choices that the organisation must make and is reflected in who is defined as talent and how talent is believed to add value. These factors must be considered in talent management execution, by using this as input into the talent management strategy and the basis for prioritising talent management practices.

Contribution/value-add: The study makes a contribution to talent management theory and practice by focusing on organisational factors that impact the successful execution of talent management.


Keywords

talent management; talent philosophy; talent execution; talent choices; adaptive talent management practices.

JEL Codes

L20: General; M12: Personnel Management • Executives; Executive Compensation; O15: Human Resources • Human Development • Income Distribution • Migration

Sustainable Development Goal

Goal 8: Decent work and economic growth

Metrics

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