Future-proofing talent management: Organisational implications and practical considerations

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.