An evaluation of talent management system in the Zimbabwean healthcare industry: A case study of Parirenyatwa Group of Hospitals (February 2010 - June 2013)

Abstract

This study focuses on talent management in the healthcare industry. Talent retention and engagement are perceived to be among the challenges facing human capital management and this is compounded by lack of strategies to motivate employees so that they can attain organisational citizenship. This research, thus, seeks to find out the major talent management practices at PGH which are aimed at closing the talent pipe-line gaps and also bringing about talent retention and engagement.

The study highlights the existing talent management processes namely; recruitment and attraction, compensation and rewarding, workforce and succession management, performance management and training and development. The different talent management models are also highlighted in the research. These include the Collings and Mellahi model and the Develop-Deploy-Connect model. The models’ major thrust is improved organisational performance.

The word ‘talent’ is used differently in different organisations. At PGH the term ‘skill’ is used synonymously to talent. The research reveals that talent management is currently suffering from theoretical problems since the extant literature concentrates on anecdotal information. Qualitative methods comprising of personal interviews and document analysis were utilised in this research with the aid of a case study approach. The research sample comprised of managers at PGH.

The research manifests that PGH recognises that talent management is a panacea for talent retention and engagement. However, the process is facing operationalisation challenges since the practices are partially implemented. It is highly recommended that PGH puts in place a strategy for managing the different generations at the organisation. Furthermore, the organisation needs to synchronise its strategic plan with the talent management strategy. After identifying the gaps related to talent the organisation needs to come up with strategies to close these gaps. The research closes by encouraging future researchers to analyse the relationship between talent management and millennials’ performance.