Integrating competency modeling in talent management: Framework for implications in a disruptive environment

Private and public sector organizations are confronted with intensifying competition for talent. Talent management in the public sector, however, is an underexplored field of research. The aim of this chapter is to define talent management in the public sector context by putting it in a public sector human resources management framework and linking it to public sector developments and tendencies. Thus, we apply a multidisciplinary approach to talent management, using insights from human resource management, public administration, and public management. First, we describe relevant public sector characteristics and developments. Then, we define talent management in the public sector context based on what is already know from previous research and the literature, and we discuss key issues, dualities, and tensions regarding talent management in the public sector. Finally, we suggest a future agenda for talent-management research in public sector contexts and present some implications for practitioners.

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Boardroom gender diversity in JSE-listed South African mining companies

Corporate Board role duties and composition ◽

10.22495/cbv11i2c1art5 ◽

2015 ◽

Vol 11 (2) ◽

pp. 213-226

Author(s):

Nthabiseng Violet Moraka

Keyword(s):

South African ◽

Gender Diversity ◽

Talent Management ◽

Business Case ◽

Demographic Characteristics ◽

External Support ◽

Women Directors ◽

Management Framework ◽

Mining Companies ◽

Women On Boards

Despite the socio-political, ethical and business case for female board membership, women remain underrepresented in company boards. Using theories that support the membership of women on boards, this article presents the case for gender diversity in the boardroom. By employing a sample of 506 directors from 56 JSE-listed mining companies this article reports on the demographic characteristics, percentage of women in mining boards, and attributes that are predictive of women’s membership on boards. Results show that women serving on mining boards possess specialised knowledge in combination with advanced education. They either bring external support as outsiders, or are support specialists with financial, legal, arts and economics backgrounds. This study recommends the development of a talent management framework of women directors focused on their recruitment, development and retention.

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The development of a talent management framework for the private sector

SA Journal of Human Resource Management ◽

10.4102/sajhrm.v15i0.820 ◽

2017 ◽

Vol 15 (0) ◽

Cited By ~ 1

Author(s):

Ebben S. Van Zyl ◽

Rose B. Mathafena ◽

Joyce Ras

Keyword(s):

Private Sector ◽

Performance Management ◽

Management Practices ◽

Corporate Strategy ◽

Human Resources Management ◽

Talent Management ◽

Theoretical Development ◽

Research Approach ◽

Successful Implementation ◽

Management Framework

Orientation: Talent management is a strategic priority especially for profit-generating organisations in the private sector. Limited research has been conducted on the theoretical development of talent management. The need for talent management is also triggered by a need to align and integrate people management practices with those of the organisation in order to achieve strategic execution and operational excellence.Research purpose: The primary aim of the study was to develop a talent management framework for the private sector. The research proposed to conduct an in-depth exploration of talent management practices in key and leading organisations already in the mature stages of talent management implementation in South Africa.Motivation of the study: There is a need for the development of best practices in talent management – where talent management strategy is designed to deliver corporate and human resource management strategies. The formal talent management initiative would be linked to the human resources management function and will flow vertically from the corporate strategy-making process.Research approach, design and method: The modernist qualitative research approach was applied to the study. Data were collected through semi-structured interviews (18 persons were interviewed in total). Analytical induction method was instrumental in facilitating the overall data analysis, while constructivist grounded theory assisted with the operationalisation of the data analysis.Main findings: The study has mapped out key dimensions which are essential for the implementation of talent management. The dimensions of talent management are attraction, sourcing and recruitment, deployment and transitioning, growth and development, performance management, talent reviews, rewarding and recognising, engagement and retention. With each of the above-mentioned dimensions, the activities that are to be carried out to achieve the outcome of each dimension are specified.Practical and managerial implications: Role clarifications pertaining to talent management responsibilities and accountabilities are still unclear in most instances. Early identification of key role players and articulation of duties will lead to ownership and clear accountabilities for the successful implementation of talent management.Contribution/value add: The study brought to light critical factors for organisations in the private sector to consider for the successful implementation of an integrated, holistic and comprehensive talent management framework. The proposed framework guides talent management practices within companies in the private sector by highlighting activities to be carried out to achieve outcomes per talent management dimension.

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