Abstract
The purpose of the present study was to develop an integrated framework for talent management in digital banking. The framework would enable the workplace of banking to implement talent management practices that are aligned with the new digital environment. The study was prompted by the evolution of the human capital (HC) function, which evolution is underway in banking. The new digital workplace of banking requires a new approach to talent management. This entails the reimagination of HC function delivery as driven by technology, so that banks will thrive in the digital era.
The study employed a qualitative approach: 18 interviews were conducted with employees. These included ten HC professionals, three business leaders and five business managers in the “Bank Corporation”. It found that digital technologies influenced the talent management value chain within banking. These require the transformation of talent management processes and practices. It found further that a reimagined HC-function delivery is required from the HC function and HC professionals. It established that the delivery has to encompass a digitised HC function. HC must operate as a strategic business partner. It has to become a change-management agent primed by the action of partnering with business leaders to lead digital transformations in the workplace of banking. Thus, the integrated framework for talent management developed here makes a research contribution in the South African banking sector centred on the HC function, HC professionals, leaders and talent management in the world of banking. The framework can guide banks regarding the talent management practices that should be implemented in the digital workplace.
Keywords: talent management, digital technologies, talent management value chain, digital HC function, strategic business partnering, digital banking