An evaluation of talent management system on employee flight in the public sector: the case of Zimbabwe electricity supply authority (ZESA)

Abstract

This study aimed at evaluating the effect of ZESA’s talent management system on employee flight with a view of recommending measures to address the problem. It was guided by four objectives which were addressed namely, to assess the effect talent attraction has on employee flight; to evaluate the impact of learning and development practices on employee flight; to establish the influence of talent retention strategies on employee flight and to evaluate the effect career management practices has on employee flight. Empirical and theoretical literature from prior global, regional and local studies relating to the talent management system and employee flight was analysed and discussed in this study. The study adopted the positivist approach which was quantitative in nature whereby questionnaires were distributed to ZESA’s management and staff. Data collected was deduced into results using SPSS and discussed as descriptive and inferential statistics. The study concluded that the talent management system at ZESA was through talent attraction strategies by providing favourable and competitive salaries and allowances; job security as well as work environment and compensation package; ensuring prestige of working for the organization and employing individuals with right qualifications and the right fit for the vacancies. It was also concluded that the talent management strategies were not being implemented equally even though it had been noted that the combined effect of the successful implementation of the three talent management strategies (Career management & development; Talent retention as well as Talent attraction) had a statistically significant effect of reducing employee flight. The main cause for high rate of talent flight was established to be lack of succession planning followed by salaries and allowances; then mentoring opportunities and practices. The study recommended that ZESA should become active in the implementation of retention strategies. It was also recommended that ZESA should encourage accountability and capability for talent development followed by that human capital should ensure that it is adequately associated with business strategy and that HR team is fulfilling its role as a facilitator and integrate talent management into all areas of the company. Also it was further recommended that the challenges at ZESA can be averted proper succession planning followed by salaries and allowances; then mentoring opportunities and practices. The study put forward an area of further study on a gap that could be filled by future studies on a similar research area but being a multi-case study of various organisations in the public sector who are based various industries, for example finance, agriculture, tourism