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Research supports integrated talent management for organisational success

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When organisational leaders and managers think of the successful implementation of their organisation’s strategic plan, it is only natural that they would think of using the best in their human resources talent pool to achieve the desired outcomes. Research conducted by academics and a Master of Business Administration (MBA) graduate at the Management College of Southern Africa (MANCOSA) reiterates this point and calls for an integrated talent management approach for the successful execution of company strategies.

Academics, (Miss Vartikka Indermun and Mr Herrison Matsongoni) former MANCOSA academic, Dr Emmanuel Mutumbara and graduate, Mr Lloyd Makanza highlighted the importance of effective talent management in their article titled The Impact of Talent Management on Strategy Implementation published recently in the International Journal of Innovative Research in Management.

The article is based on a research study undertaken by the MANCOSA researchers at an investments company which was experiencing challenges in strategy implementation due to a shortage of adept managerial staff. The main finding of the study suggests that the company’s poor talent management processes led to the failure of strategy implementation in the organisation.

The research points out that the effects of poor talent management in an organisation are just as detrimental as that of financial mismanagement which could lead to business failure.  “In essence among other effects, poor (talent) management results in lower morale, decreased productivity, and employees who are disengaged from their jobs. The costs of poorly managing talent should never be underestimated. Getting the right people in the right places doing the right thing is not easy, more so without an efficient and effective Talent Management system,” stated the researchers.

The study reveals that a contributing factor towards talent mismanagement is the allocation of roles to personal connections or such decisions been made between individual supervisors and employees with little regard given to whether the correct individual has been appointed.  The researchers observed that the failure to execute an organisation’s strategy was the result of poor talent management and not due to an incompetent workforce or a shortage of talented employees.

A series of recommendations in addressing successful strategy implementation to overcome talent management challenges are outlined. One such suggestion is that talent management is made a core organisational function with a framework drawn up that takes into account the relationship between talent management and organisational strategy implementation.  The study further suggests that talent management best practices be adopted,  for example, measuring talent, planning future talent supply, cultivating talent through mentorship, employee engagement and leadership commitment.

The study highlights the need for organisations to develop a talent mind-set which essentially implies taking on the responsibility of fostering the right talent and creating an environment that is conducive to promoting talent development.

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