Talent Development Practices: A Revisit as an Imperative for Talent Retention

Abstract

A rapidly advancing technology has transformed the scene of employment making the talents increasingly attractive and marketable across the globe, making them a new differentiator in the human capital market. This, in turn, has created tremendous pressure on the organisation to ascertain talent retention. As a result, scholarly endeavors are continuing to address the dynamics of talent and therefore, talent development is gaining attention as a new mechanism to address challenges confronting these organisations. In explaining this phenomenon, there have been also consistent calls to investigate work engagement as well across different settings to further explore employee retention. Therefore, this study attempts to address underexplored constituents in explaining intention to stay from a talent perspective including talent development practices and work engagement. A structured selfadministered questionnaire was used in this research to collect data from 287 respondents from the Malaysian private healthcare industry. Structural equation modeling was used to analyse the data. The results discussed in terms of evolutionary findings in the realm of theory and practice of talent development. It is envisaged that the findings were an incremental contribution to existing literature and also of great importance to organisational behavior scholars, human resource experts, and workplace policy regulators.

Exploration of the impact of talent management practices on service delivery outcomes at eThekwini Municipality.

“…The recruitment of members from a talent pool is the first task of a talent management strategy (Sottile, 2021). The talent pool is a group of employees with special traits who are the source of future senior executives (Dalayga, Baskaran and Mahadi, 2021). The sources of talented employees can be internal or external.…”

“…As businesses continually apply modern technologies, new business growth models, new market strategies, and the workforce's up-skilling are constant and continuous. In this way, organisations identify employees who need learning and development, the level of learning and development they need, and the duration during which learning should take place (Dalayga, Baskaran and Mahadi, 2021).…”

“…ii. Talent Development: Developing and executing learning and development programmes, processes, and assessment tools to grow current and future leaders (Dalayga, Baskaran and Mahadi, 2021).…”