Perceived Challenges of Implementing An Integrated Talent Management Strategy at A Tertiary Institution in South Africa

Abstract

The aim of this study was to investigate and delineate the perceived challenges of implementing an integrated talent management strategy at a South African tertiary institution. The study was conducted at a relatively new university that opened its doors on the 1st of January 2015. Since the inception of the university under study, the institution has grown considerably but without proper policies and strategies in place to ensure its competitiveness and sustainability within the current Higher Education and Training sector in the country. A qualitative research methodology in the form of semi-structured interviews conducted with a convenience sample of 10 participants was employed to execute the study. The sample was drawn from the population of directors and official representatives of administrative, academic and support staff. The inclusion of these participants was premised on the idea that by virtue of their job description, they would be most exposed to talent management issues. Results of the study indicate that the major challenges experienced in implementing an integrated talent management strategy at the university include lack of management commitment and budget, as well as unionism and resistance to change amongst staff. As such, the primary recommendations of this study are for demonstrated commitment by university management towards accessing adequate finances to facilitate the implementation of a sound talent management strategy that will assist in promoting both the quality and longevity of the tertiary education institution in question.

The psychological contract and staff retention among South African higher education employees: The influence of socio-demographics

“…Higher education institutions in SA face immense difficulties in terms of skilled human resources and retention of their valuable and skilled employees, which has a devastating effect on the successful functioning of these institutions (Abugre, 2018;Barkhuizen et al, 2020;Deas, 2018;Erasmus et al, 2015;Gerstein & Friedman, 2016;Mukwawaya, 2022;Musakuro, 2022;Robyn, 2012;Tettey, 2006). Previous research suggests that there may be as much as a 13% shortage of academic and support staff at HEIs (Abugre, 2018;Deas & Coetzee, 2020;Dewhurst et al, 2013).…”

“…These factors comprise: compensation, job characteristics, opportunities for training and development, supervisor support, career opportunities, and work-life balance policies. Thus, effective capacity building, and staff retention along with the type of relationship which progresses between diverse groups of employees and their employers, will ultimately determine the success of HEIs (Armstrong & Taylor, 2014;Festing & Schäfer, 2014;Guo, 2017;Mukwawaya, 2022;Snyman, 2022). Employees are one of the most important assets of any organisation, and in order to ensure the success and efficient functioning of these institutions, it is imperative for HEIs to develop and implement retention practices which take the needs of various socio-demographic groups into account.…”

“…Higher education institutions (HEIs) in South Africa (SA) are experiencing immense challenges in retaining their skilled and valuable employees (Mukwawaya, 2022;Omodan, 2022;Takawira et al, 2014;Theron et al, 2014). Empirical evidence suggests that employees' satisfaction in terms of their psychological contracts has a significant influence on employee turnover and staff retention (Agarwal & Bhargava, 2013;Kumar & Santhosh, 2014).…”

The Importance of Talent Management in a Changing Retail Business Banking Work Environment

“…Mukwawaya, Pronches and Green (2022) investigated and delineated the perceived challenges of implementing an integrated management strategy at a South African tertiary institution. The results of the study indicated that the major challenges experienced in implementing the TM strategy include lack of management commitment and budget, as well as unionism and resistance to change amongst employees (Mukwawaya et al, 2022).…”