Abstract
The global phenomenon of talent management challenges has far-reaching implications for organisational success, and South Africa’s public health sector is no exception. The Free State Department of Health, particularly Tokollo and Mafube hospitals, faces significant shortages of professionals, high labour turnover rates, and limited opportunities for advancement and growth. Effective talent management strategies are crucial for organisations to maintain competitiveness, increase profitability and productivity, and enhance employee commitment and retention. This study explored the effectiveness of talent management strategies at the Free State Department of Health, using Tokollo and Mafube hospitals as cases. In addition, the current study explored talent management strategies that have been established at the Free State Department of Health. The study also established how talent management strategies were applied within the department. A further objective of the study was to establish how talent management strategies at the department affected organisational sustainability.
The study adopted a qualitative research approach anchored within an interpretivist paradigm. Semi-structured interview guide was used to collect data from 14 purposively selected participants comprising managers, clinicians, non-clinicians, and union representatives at the Free State Department of Health, supplemented by document analysis. With the help of ATLAS.ti, data that was collected for the study was extracted from the transcripts, coded and analysed thematically.
The study’s findings discovered that employee benefits and rewards, as well as training and development, were effective talent management strategies at the Free State Department of health. In addition, the study found that performance management was perceived to be effective by some participants and ineffective by others. However, retention policy, employee recognition policy, succession planning, workforce planning, and staffing were all found to be ineffective talent management strategies at the Free State Department of health. More than this, the study identified barriers to current talent management strategies such as poor implementation, freezing of posts, rural settings, lack of advancement and growth, and budget constraints. In addition, the current study established that the current application of talent management strategies at the department is affected by serious challenges. Factors such as unfair labour practices,
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job dissatisfaction, and workplace conflicts were all found to have a negative impact on employment relations. Lastly, the study’s findings highlight the impact of ineffective talent management strategies on the department’s long-term sustainability.
Summarily, this study contributes to the body of knowledge on talent management in the public health sector, proffering recommendations and a model to improve the status quo. If the Free State Department of Health considers these proposed recommendations, their talent management strategies should certainly assume a positive new dimension, which will enhance talent retention and promote harmonious employment relations.