Impact of Talent Management Practices in Higher Educational Institutions

Abstract

Purpose: Talent management best practises, including as learning and development, employee engagement, and succession planning, are applicable to all industries, including education. Institutions of higher learning must develop their talent. Due to rising competition, these institutions must map the competencies of their current workforces and address issues with upcoming leadership talent. Finding and keeping skilled employees, as well as managing their weaknesses or maximising their strengths, is another difficulty. Employees believe that their skills and abilities are undervalued, hence organisations are giving up talented and skilled staff to rivals. Additionally, there are no procedures in place that address any deficiencies in knowledge and abilities so that they can perform their jobs successfully. Therefore, getting a staff that lacks the drive to perform at their best is the main issue for these institutions. The purpose of the paper is to examine the effects of talent management strategies in higher education institutions through a literature review. Design/Methodology/Approach: Academic documents, reports, and websites are just a few of the secondary sources used to gather the information for the literature survey. Findings/Result: Most higher education institutions' current talent management strategies are generally ineffective because they fail to engage, inspire, and ensure talent retention as well as enhanced achievement at their institutions. The fact that it takes too long for new hires to be inducted and learn about their institutions' culture and procedures, institutional leadership doesn't prioritise talent management activities, there is a high staff turnover rate in the institutions, and institutional managers in the institutions spend very little of their time on talent management is evidence of the ineffectiveness of talent management strategies in most higher education institutions. Originality/Value: This article attempts to examine the talent management practises used in the higher education industry utilising the secondary data available. Paper Type: Literature Review