Talent management practices for minimising talent turnover in a public sector organisation

Abstract

Background: Public sector organisations often invest in the employment of skilled or promising public officials. However, there is an ongoing trend of public sector employees using their government employment as a stepping stone to greener pastures, as these organisations are often unable to effectively manage and ultimately retain their human capital.

Aim: The aim of this research was to explore talent management practices for minimising talent turnover in critical functions of a public sector organisation.

Setting: The research was conducted within a selected public sector organisation in Gauteng, South Africa.

Method: A qualitative case study research approach, using purposive sampling, was employed. Semi-structured interviews were conducted among 14 employees at the selected public sector organisation both virtually and in person.

Results: The findings primarily revealed deficient talent management practices leading to talent turnover within the public sector organisation. The main causes of talent turnover were identified as follows: management and leadership, the search for personal fulfilment, performance management and recognition, and training and development. On the other hand, these themes were also thought to have the ability to minimise turnover within the organisation, if applied effectively.

Conclusion: To enjoy the benefits of effective talent retention, public sector organisations must become more intentional about the implementation of their talent management practices, starting with their management and leadership.

Contribution: This research offers strategies for the enhancement of talent management and retention in the public sector.