Aligning talent with strategy: An empirical study on the existence and implementation of talent management policies

Abstract

Background: In South Africa’s gold-mining sector, aligning talent with organisational strategy is critical for operational sustainability and competitiveness. However, the effective implementation of talent management policies remains a challenge, often characterised by inconsistencies and organisational fragmentation.
Aim: The study investigated the existence and implementation of talent management policies and assessed the extent to which these are aligned with corporate strategy in selected gold-mining companies in the Free State province.
Setting: The research was conducted at six gold-mining companies operating in the Free State province of South Africa.
Method: Anchored in the interpretivist paradigm, a qualitative case study design was employed. Data were collected through semi-structured interviews with human resource professionals responsible for talent management practices.
Results: The findings indicate that while formal talent management policies exist, their implementation is inconsistently applied across departments. This is often hindered by organisational silos, limited leadership support, and insufficient resources. The study reveals only partial alignment between talent strategies and broader business objectives, raising concerns about policy integration and execution.
Conclusion: The study highlights a gap between policy and practice, emphasising the need for more integrated and strategically aligned talent management systems in the mining sector.
Contribution: The research contributes to talent management scholarship by offering context-specific insights into how talent management is operationalised in the South African mining sector. It provides practical recommendations for aligning talent strategies with organisational goals to enhance workforce effectiveness and long-term sustainability.