MANAGING SAUDI ARABIA'S TALENT IN A TIME OF CRISIS: HOW DOES IT WORK?

Yussra Shihab JamjoomA

ARTICLE INFO ABSTRACT

Article history: Purpose: The objective of this study was to investigate talent management in Saudi
Arabia collecting data from various organizations using a survey analysis.
Received 13 January 2023
Theoretical framework: Talent management is the process of identifying, recruiting,
developing, and retaining talented individuals so that their extraordinary contributions
Accepted 08 March 2023 can be fully realized. This process becomes less effective during crisis as
organizations face enormous challenges when trying to manage their workforces.
Keywords: However, Research on talent management in Saudi Arabia or the Arab world,
especially GCC countries, is noticeably sparse.
Talent Management;
Crisis Management; Design/methodology/approach: The study quantitively analyse data collected from
Human Resources Development; a survey disseminated to experts and professionals working in several sectors in
Human Resources Management; Jeddah, KSA, to gain some understanding about the talent management practices in
Saudi Arabia. general and during crises in particular.

Findings: The study finds that organizations in KSA adopt and apply practices of
talent management. There appears to be no relationship between organisations size or
type and the engagement of employees in the deployment of talent management
practices. In addition, the study finds that there is no significant difference in applying
talent management practises or in identifying and recruiting talent between the no-
crisis and the crisis periods. However, a statistically significant difference was found
in developing and retaining talent between the no-crisis and the crisis periods.

Research, Practical & Social implications: the study suggest additional deeper
interviews to gain more understanding of the specifics of talent management in KSA.

Originality/value: Findings of this study give a sense of satisfaction about the

condition of talent management in Saudi Arabian organizations.

Doi: https://doi.org/10.26668/businessreview/2023.v8i3.631

GERENCIANDO O TALENTO DA ARÁBIA SAUDITA EM TEMPO DE CRISE: COMO FUNCIONA?

RESUMO
Objetivo: O objetivo deste estudo foi investigar a gestão de talentos na Arábia Saudita, coletando dados de várias
organizações utilizando uma análise de pesquisa.
Estrutura teórica: A gestão de talentos é o processo de identificar, recrutar, desenvolver e reter indivíduos
talentosos para que suas extraordinárias contribuições possam ser plenamente realizadas. Este processo se torna
menos eficaz durante a crise, pois as organizações enfrentam enormes desafios quando tentam gerenciar suas
forças de trabalho. Entretanto, a pesquisa sobre gestão de talentos na Arábia Saudita ou no mundo árabe,
especialmente nos países do GCC, é visivelmente escassa.
Design/metodologia/abordagem: O estudo analisa quantitivamente os dados coletados de uma pesquisa
divulgada a especialistas e profissionais que trabalham em diversos setores em Jeddah, KSA, para obter algum
entendimento sobre as práticas de gestão de talentos em geral e durante as crises em particular
Conclusões: O estudo conclui que as organizações da KSA adotam e aplicam práticas de gestão de talentos. Parece
não haver nenhuma relação entre o tamanho ou tipo de organização e o engajamento dos funcionários no
desenvolvimento de práticas de gerenciamento de talentos. Além disso, o estudo conclui que não há diferença
significativa na aplicação de práticas de gerenciamento de talentos ou na identificação e recrutamento de talentos

A
University of Business and Technology. Saudi Arabia. E-mail: easycoquina77@gmail.com
Orcid: https://orcid.org/0000-0003-2600-5558

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Managing Saudi Arabia's Talent in a Time of Crisis: How Does it Work?

entre os períodos de nãocrise e crise. Entretanto, foi encontrada uma diferença estatisticamente significativa no
desenvolvimento e retenção de talentos entre os períodos de ausência de crise e os períodos de crise.
Pesquisa, implicações práticas e sociais: o estudo sugere entrevistas adicionais mais profundas para obter maior
compreensão das especificidades do gerenciamento de talentos na KSA.
Originalidade/valor: Os resultados deste estudo dão uma sensação de satisfação sobre a condição da gestão de
talentos nas organizações da Arábia Saudita.

Palavras-chave: Gestão de Talentos, Gestão de Crises, Desenvolvimento de Recursos Humanos, Gestão de

Recursos Humanos, Arábia Saudita.

LA GESTIÓN DEL TALENTO EN ARABIA SAUDÍ EN TIEMPOS DE CRISIS: ¿CÓMO FUNCIONA?

RESUMEN
Objetivo: El objetivo de este estudio era investigar la gestión del talento en Arabia Saudí recopilando datos de
varias organizaciones mediante un análisis de encuestas.
Marco teórico: La gestión del talento es el proceso de identificar, contratar, desarrollar y retener a las personas
con talento para que sus extraordinarias contribuciones puedan realizarse plenamente. Este proceso pierde eficacia
durante las crisis, ya que las organizaciones se enfrentan a enormes retos cuando tratan de gestionar sus plantillas.
Sin embargo, la investigación sobre la gestión del talento en Arabia Saudí o en el mundo árabe, especialmente en
los países del CCG, es notablemente escasa.
Diseño/metodología/enfoque: El estudio analiza cuantitativamente los datos recogidos en una encuesta realizada
a expertos y profesionales de varios sectores de Jeddah (Arabia Saudí) para conocer las prácticas de gestión del
talento en general y durante las crisis en particular.
Conclusiones: El estudio concluye que las organizaciones de Arabia Saudí adoptan y aplican prácticas de gestión
del talento. No parece haber relación entre el tamaño o el tipo de organización y el compromiso de los empleados
en la aplicación de prácticas de gestión del talento. Además, el estudio concluye que no hay diferencias
significativas en la aplicación de prácticas de gestión del talento o en la identificación y contratación de talentos
entre los periodos sin crisis y con crisis. Sin embargo, se encontró una diferencia estadísticamente significativa en
el desarrollo y la retención del talento entre los periodos sin crisis y con crisis.
Investigación, implicaciones prácticas y sociales: el estudio sugiere la realización de entrevistas adicionales más
profundas para conocer mejor las particularidades de la gestión del talento en KSA.
Originalidad/valor: Los resultados de este estudio dan una sensación de satisfacción sobre el estado de la gestión
del talento en las organizaciones de Arabia Saudí.

Palabras clave: Gestión del Talento, Gestión de Crisis, Desarrollo de Recursos Humanos, Gestión de Recursos
Humanos, Arabia Saudí.

INTRODUCTION
In the current global economy, fierce competition has produced a dynamic and
competitive environment in which the majority of businesses must learn to compete effectively
in order to achieve long-term growth (Scullion & Collings, 2010; Schuler et al., 2011).
According to Collings and Mellahi (2009), global firms have acknowledged that the knowledge,
skills, and abilities of their brilliant people are a crucial source of competitive advantage.
Despite this understanding, Ready and Conger (2007) assert that firms continue to report a
talent shortage in key positions, which has a negative effect on the economy. In addition, talent
management is becoming increasingly important for utilizing human capital as a competitive
advantage (Tarique & Schuler, 2010). As a result, numerous organizations around the world
have accepted and implemented talent management. However, this does not preclude the

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formation of obstacles and crises that businesses must confront. Now, the question is to what
degree these crises hinder talent management in companies and corporations.
A crisis is defined as a period that shows intense difficulty that causes potential negative
changes for the organisation in terms of security, health, politics, economy, or environmental
sustainability. During times of crisis, organisations of all sizes and across industries have
encountered severe revenue and budget cuts, which have resulted in massive hurdles in
managing their workforces. These challenges include reducing, hiring, and laying off
employees as well as freezing or cancelling bonuses and reducing salaries. These were issues
that have existed to some degree before. However, as a result of the recent pandemic, they have
become more prevalent (Aguinis & Burgi-Tian, 2021). For instance, COVID-19 has resulted
in an extremely turbulent business climate for enterprises all around the world. Organizations
had to respond and adapt to global changes brought on by the epidemic and manage their staff
accordingly. In an ever-changing and unpredictable world, organisations struggle to remain
proactive.
Varied crises and the pandemic of COVID-19 necessitate agile and flexible
organisations which are capable of building resilience to existing and future challenges. Thus,
capable workers and efficient personnel management practises are critical (Williamson, 2020).
Crises force organisations to be more creative and effective in their talent management (TM)
approach (Gallardo-Gallardo & Thunnissen, 2016).
Research on talent management in Saudi Arabia is noticeably sparse compared to other
established market economies. Saudi Arabia's major barrier to sustainable development is the
availability and productivity of its human capital. Thus, a greater knowledge of talent
management is a pressing academic, corporate, and societal concern among the countries of the
Gulf Cooperation Council (GCC), especially Saudi Arabia, today and in the near future, with
global implications (Singh et al., 2012).
Furthermore, the Saudization Policy and Saudi Vision 2030 mandate the replacement
of foreign workers with Saudi nationals, especially in leadership positions. Since the
involvement of the corporate sector in the Saudization initiative, Saudi organizations have
begun replacing expats with Saudis. This issue was considered as a serious barrier for Saudi
enterprises and training organizations in finding and identifying qualified people for crucial
positions.
Development and competitive environments require a significant emphasis on human
capital (Khursani et al., 2011). In order to close the performance gap between current and
targeted levels, Arab corporates have to start adopting suitable and sustainable talent

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management practices Hilal (2012). Despite the fact that talent management necessitates the
synchronization of management opportunities and management risks, the majority of firms in
the Arab world lack strategic talent management (Al-Ruwaili et al., 2013).
Several studies have been conducted to investigate and evaluate talent management
practices in higher education institutions in Saudi Arabia (Al-Jahdali, 2013; Al-Asiri, 2013; Al-
Sakran, 2021) and other Arab nations (Al-Karaawi, 2010; Siam, 2010). In general, the studies
reveal a moderate application of talent management methods in higher education institutions,
as well as the need to implement talent management strategies at the highest management level
to ensure effective human resource development. However, the mainstream research in this
discipline mainly focuses on talent management in a subset of companies, namely US-based
organizations, multinational corporations (MNCs), and private corporations (Collings et al.,
2011; Powell et al., 2013). The purpose of this study is to investigate the status of talent
management in Saudi organisations in order to gain a better understanding of these practises
during times of crisis. By addressing this research gap, the study will be able to provide
knowledge and insights for practitioners and academia. This research offers some helpful
conclusions for upcoming talent management research and some useful insights for future
research in talent management. Additionally, this study makes a social contribution by spotting
emerging market trends during a crisis.

LITERATURE REVIEW
In recent years, talent management has emerged as a critical management issue in
businesses all over the world. The concept gained traction in the late 1990s, when a group of
McKinsey consultants popularised the phrase "The War for Talent," arguing that organisational
greatness requires a basic belief in the importance of talent (Michaels et al., 2001). Researchers
have presented distinct definitions of the term talent from various angles. The definition
employed relies on the firm's chosen strategy, the nature of its organization, culture, its
competitive environment, and other factors (CIPD, 2008). Thus, it is difficult to find a one-size-
fits-all talent definition that is right for every or any situation (Tajadin, 2006). Talent can refer
to specific skills as well as people's qualities (individual's performance, potential, competence,
or commitment). The Chartered Institute of Personnel and Development (CIPD) has developed
a good definition of talented individuals: Talented people are those capable of making the
greatest difference in the firm by representing their innate potential in the current and future
performance of the organisation (CIPD, 2008). Talent in this study is depicted as those
individuals that demonstrate high performance levels or potential.

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The same applies to talent management. Despite the growing scholarly interest over the
past decade in talent management, there is still no agreement on its definition, theoretical
foundations, or breadth (Thunnissen et al., 2013). Varied studies have characterised the notion
of talent management differently (Ewing et al., 2014; Lewis & Heckman, 2006; Vaiman et al.,
2012; Vaiman & Holden, 2011). Scholars still blame the ambiguity in the talent management
construct on the poor operationalization of the underlying talent construct (Gallardo-Gallardo
et al., 2015).
Talent management refers to ensuring that talented individuals are identified or
recruited, developed, and retained in such a way that their remarkable contributions can be
completely realised so as to win their engagement and dedication (Figliolini et al., 2008). The
CIPD (2008) defines talent management as "the systematic recruitment, identification,
development, engagement/retention, and deployment of people with high potential who are of
particular value to an organization".
Talent management has been considered as a human capital issue (Cappelli, 2008), a
requirement for active organisational strategy (Cheloha & Swain, 2005), and a procedure to
ensure individuals are performing to the best of their abilities (Redfor, 2005). According to
Stephenson and Pandit (2008), having the right number of people in the right location at the
right time with the proper skill sets and levels of motivation is critical to talent management.
According to Iles et al. (2010) and Cappelli (2008), talent management and human resource
management (HRM) have a similar theoretical foundation but conduct dissimilar
investigations. They gave three perspectives on the definition of talent management, as follows:
(1) Talent management is not fundamentally different from human resource management
HRM: It encompasses all HRM activities, hence talent management may be considered a
rebranding term of HRM that has evolved from a traditional phrase to a new concept. This new
HRM label focuses on how to manage talent strategically. (2) Talent management includes
human resource management with a specific emphasis: talent management employs the same
tools as human resource management and organizational development, but talent management
focuses on talented people; as a result, the focal point is the organization's "talent pool," both
internal and external. (3) Talent management focuses on skill development by managing the
advancement of talent inside the organization. Their emphasis was on talent flow. The theory
grew out of operational and logical theories.
Talent management programmes are designed to generate talent pools for specific job
categories while also focusing on the development of specific individuals who are qualified to
provide succession in the firm. It can be said that talent management is integrated into all human

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resource management operations, with a focus on talent attraction, development, and retention
(Lewis et al., 2006). In other words, talent management involves nearly all aspects of human
resource management (Stewart & Harte, 2010). The CIPD defines talent management as the
systematic attraction, deployment, development, and retention of high-potential people who are
deemed to be of particular value to the firm (CIPD, 2009). It is the implementation of
“initiatives and strategies to harness the unique talents of individual employees and convert
their talent potential into optimum organisational performance" (CIPD, 2010).
Accordingly, talent management is separated into three major areas: talent recruiting,
talent retention, and talent development. Talent recruitment covers all aspects concerning
individuals with high-level skills: who should the organisation invest in? How should the
company prepare for recruitment for certain positions? What kind of skills are required for
organisational growth? These are only a few of the questions that should be examined when
charting a course for the recruitment and development of its personnel as its most important
investment.
Talent management practices are aimed at improving employee benefits, employee
engagement, competence compensation, and learning and development (Nilsson, 2012). The
strategic focus of talent management systems results in higher scores on measures of financial
outcomes such as company profit, increase in non-financial outcomes, time spent on
replacement, operational excellence and customer satisfaction, job satisfaction, performance
motivation, commitment, work quality, and enhanced qualification. (Venkateswaran, 2012).
The executive talent management process facilitates the development of competencies,
skills, and career objectives, as well as the maximization of contributions, preparation for
promotion, and transition to recruitment. In addition to contributing to the effective recruitment
and retention of employees, talent management inside an organization must also contribute to
employee engagement (Hughes & Rog, 2008). In addition to resolving basic talent issues,
developing career routes, and minimizing communication difficulties, talent management
strategies provide additional advantages. Talented employees have much greater expectations
of the rewards they get from their hiring organisations, and it is no longer sufficient to only
offer high salaries (Stahl, 2007) Talent management systems are implemented to elicit
appropriate role behaviors from an organization's talent pool and to facilitate the achievement
of the organization's objectives (Lepak & Shaw, 2008). Public Service secretariat department
of Labrador Government (2008) identified the benefits of talent management practices as
follows: (1) it increases employee productivity; (2) it aligns employee work with organisational
goals; (3) it supports employee engagement efforts; (4) it focuses on the provision of excellence

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in public service; and (5) it supports business continuity. In addition to that, talent management
helps in developing richer career development and career management programs, assisting the
organisation in developing talent pools, and supporting effective workforce planning.
The relationship between talent management practices and crisis management is
positive. Al-Otaibi (2020) investigated the impact of talent management processes on crisis
management at public hospitals in AlDawadmi, KSA. In his study, stratified random sampling
was used to choose 580 administrative staff from Al-Dawadmi's public hospitals. The empirical
evidence demonstrated a strong direct association between talent management and crisis
management characteristics. The study concluded that there is a moral impact of talent
management components on all stages of crisis management and that other dimensions of talent
management account for 78.2% of the variance in employee performance. The study suggests
that talent management, as well as the development, acquisition, and retention of people, be
prioritized due to its impact on crisis management and employee performance. Having said that,
it appears that organizations are being pushed to rethink their personnel management methods
during times of uncertainty. Fatol and Draghici (2020) take a more in-depth look at four of the
most significant talent management challenges that any company may face during a time of
crisis, as well as four of the best practices that can contribute to the organizations' ability to
maintain their advantage over their competitors. This preliminary study provides a broad
perspective on the TM practices that are currently put into use during times of crisis.
Vokić and Bego (2012) evaluated talent management practices in Croatian companies
as well as the changes in talent management practices as a result of the global economic crisis,
which were compared to changes in talent management practices as a result of the crisis in the
United Kingdom, as a representative of developed European countries. The findings indicate
that talent management methods are partially established in the sample organizations and that
the global economic crisis resulted in more restrictive talent management practices as opposed
to more flexible practices utilized by successful European and other companies throughout the
world. Fernandes et al. (2022) studied the impact of Global Talent Management (GTM) on
significant corporations' international performance during the COVID-19 pandemic period. For
that purpose, they polled 59 enterprises that operate in international markets. Using multiple
linear regressions, they conclude that GTM practices have a beneficial impact on levels of
international performance. The research yields theoretical implications in terms of the
application of integrated GTM models, as well as results that are of significant relevance to
multinational corporations, allowing them to better understand which strategic human resource
management policies will yield the best GTM results.

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Examples of what organizations should consider when crises happen are: (1)
reorganizing and streamlining their recruitment process; (2) re-evaluating their job analysis; (3)
providing new bonuses and incentives schemes; (4) accepting no more volunteers or using part-
time working arrangements; (5) rearranging pay and work schedules; and (6) delaying premium
payments, bonus payments, and wage raises. Chanana (2021) examined how corporations
engaged employees during the coronavirus outbreak. Using research papers, articles, blogs,
internet newspapers, and WHO reports, the paper confirmed that today's businesses are
continually seeking new and effective ways to engage their staff. These include work-from-
home engagement initiatives, online family engagement, virtual learning and development,
online team building activities, webinars with industry experts, virtual team lunches, online
game sessions, virtual competitions, virtual challenges, and online courses. Companies that
involve their staff in these types of activities are able to retain their talent and keep their loyalty
during a crisis. A good talent management culture also affects how well employees view their
companies as places to earn money. Employees are more likely to have faith in the future of
their company if they have positive opinions of the talent management strategies used by the
company. The outcome is a staff that is more dedicated and engaged, determined to beat their
rivals and guarantee their firm a leadership position in the market (Cascio, 2008). Chambers
(1998) mentioned that organizations need to "elevate talent management to a burning corporate
priority".
In their study Aguinis and Burgi-Tian (2021), provide five recommendations on how to
adapt and enhance performance management to help organizations overcome crises such as
COVID-19 and, more significantly, to allow them to thrive after the crisis has passed. The
recommendations are: (1) measure outcomes in addition to actions; (2) assess adaptive
performance; (3) conduct stay interviews to retain high performers; (4) implement a
multisource performance management system; and (5) collect and utilize performance promoter
scores. Dhanabhakyam and Kokilambal (2014) have discussed the different types of effects that
crisis have on organization employees and organizations, such as, panic inside the organization,
loss of key staff and knowledge, high turnover in labor force, see figure 1. As a result of their
panic, corporations either fire their top employees or the employees voluntarily leave the
organization.

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Figure 1. Effects of crises on organizations and employees

Panic inside
the
organization
Canceling
Loss of key
scheduled
staff and
training
knowledge
programs

High
Canceling
turnover in
recruitment
labor force

Crisis
Lack of
Leadership
moral and
and
motivation
reassurance
causing low
loss
performance

Emerging Increase
compensatio health
-n policy benefit costs

Source: Dhanabhakyam & Kokilambal (2014).

Employees may anticipate job changes or promotions within the company. All of these
prospects will be lost in an instantaneous catastrophe, which will undoubtedly impair people's
psychological well-being. Modern approaches offer alternative work locations, part-time
employment options, or new working hours arrangements, in contrast to the classical
understanding's inaction on the issue. Classical approaches typically employ productivity or
efficiency initiatives that exacerbate the impact of a crisis. Modern techniques demand talent
management. The value of an organization is determined by the sum of its employees' abilities.
During a crisis, department heads will exert pressure on talent management to maintain their
ideals within the system. Therefore, these abilities should be appraised by the company's top
management in order to be retained. The allocation of skills inside the organization should be
another contingency plan that is formulated prior to a crisis and is routinely revised (Waschek,
2021).
The area of talent management has frequently been criticized for its lack of solid
empirical proof (e.g., Skuza et al., 2013). However, Gallardo-Gallardo et al.'s (2015) survey
demonstrates a substantial increase in this regard: since 2010, the number of empirical
publications has surpassed the number of conceptual TM papers produced each year. Additional

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studies on TM during and without a crisis are needed, as well as recommendations to

contextualise TM in both frameworks and in study design.

RESEARCH METHODOLOGY
Survey Dissemination and Sample Selection
This study conducts an exploratory study using a questionnaire to gain insight into talent
management practices in Saudi Arabian organizations. The study investigates the extent to
which talent management practices are used in Saudi organizations and whether any of these
practices are affected during times of crisis. Experts from several organizations were contacted.
To identify experts, the LinkedIn platform was utilized to identify candidates who have "talent
management" mentioned in their profile. Furthermore, a snowball sampling method was used
to identify further possible candidates for the study. The survey invitation was electronically
disseminated to the participants (via Google Form). The survey was designed in English and
Arabic to accommodate the preferences and linguistic proficiency of respondents. Data was
then extracted and analyzed using the SPSS program. The questionnaire employed consists of
30 items with a set 5-point psychometric Likert scale ranging from 1 (Strongly Disagree) to 5
(Strongly Agree).

Sample characteristics
Representatives from 60 organizations from various sectors in Jeddah were contacted.
Responses were received from 54 different Organizations. Answers showed a normal
distribution. Table 1 presents the descriptive characteristics of the sample. Private institutions
account for 81.5%, while public institutions account for 18.5%. The selected sample included
organizations of various sizes in terms of employee count: (51.9%) (51.9% were large
organizations with 500 or more employees, 35.2% were medium-sized organizations with 100
to 499 employees, and 13% were small organizations with less than 100 employees). Most of
the responses received were from organizations working in the educational sector (16.7%),
followed by the banking and investment sector and the life sciences and health care sector, both
of which represent 14.8% of the sample size. The retail sector (13%) was followed by the
industrial sector (9.3%), the development and construction sector (7.4%), the FMCGs (5.6%),
the innovation and technology and services sector (3.7%), and finally the real estate sector
(1.9%). The organizations in the sample represented different geographic operations; global
(11.1%), local (75.9%), and regional (13%). Talent management practices are mostly being
implemented and overseen by human resources department; however, a significant portion of

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the sample have a standalone unit for talent management. Percentages are 46.3% and 25.9%,
respectively. Participants in this survey had different characteristics in terms of age, gender,
nationality, education, years of working experience, current position, and the department they
work under, see the rest of table 1. Table 2 lists all of the items related to talent management
that were included in the survey and their associated agreeableness rates. In most of the items,
agreeableness rates were more than 50%.

Table 1. Sample characteristics

Variable Count Percent Count Percent
Organization Size (Number of
Gender
Employees)
● Female 21 38.9% ● Large (500 and above) 28 51.9%
● Male 33 61.1% ● Medium (100-499) 19 35.2%
Age ● Small (1-99) 7 13.0%
● Less than 30 9 16.7% Organization type
● 31-40 20 37.0% ● Private 44 81.5%
● 41-50 18 33.3% ● Public 10 18.5%
- More than 50 7 13.0% Sector
Years of Working Experience ● Banking and Investment 8 14.8%
● Development and
● Less than 1 year 1 1.9% 4 7.4%
Construction
● 1- 5 4 7.4% ● Educational 9 16.7%
● 6-10 10 18.5% ● FMCG 3 5.6%
● 11-15 10 18.5% ● Industrial 5 9.3%
● Innovation and
● More than 15 29 53.7% 2 3.7%
Technology
● Life Sciences and Health
Nationality 8 14.8%
Care
● Non-Saudi 5 9.3% ● Real Estate 1 1.9%
● Saudi 49 90.7% ● Retail 7 13.0%
Highest Academic
● Services 2 3.7%
Qualification
● Bachelor 19 35.2% ● Others 5 9.3%
● Diploma 2 3.7% Geographic Operation
● Master 25 46.3% ● Global 6 11.1%
● PhD 8 14.8% ● Local 41 75.9%
Current Position ● Regional 7 13.0%
Talent Management
● Entry level 8 14.8%
Responsibility
● Mid-Level 12 22.2% ● HR department 25 46.3%
● Managers of different
● Senior position 33 61.1% 7 13.0%
departments
● Head of section 1 1.9% ● Not Available 1 1.9%
Department/Function ● SME’s 1 1.9%
● Special Unit (Talent
● Accounting and Finance 1 1.9% 14 25.9%
Management)
● Human Resources 47 87.0% ● Others 6 11.1%
● Production/Operation 2 3.7%
● Sales and Marketing 1 1.9%
● Others 3 5.6%

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 Jamjoom. Y. S. (2023)
Managing Saudi Arabia's Talent in a Time of Crisis: How Does it Work?

Table 2. Agreeableness rates (agree/strongly agree) of talent management survey items of the total sample
Agree/Strongly
Phase Subcategory Items Agree
1. The organization has an environment that attracts talent. 55.6%
2. The organization applies a mechanism/s to identify its needs
for talent. 64.8%
3. The organization allocates a budget to attract and recruit 75.9%
talent.
Attracting/
4. The organization depends on external recruitment agencies 51.9%
Recruiting talent
in searching for talent.
5. The organization recruits talent based on objective 59.3%
measures/criteria.
No 6. The organization places its high performing talent in 59.3%
Crisis leadership positions.
7. The organization prepares annual plans for training and
developing its talent. 66.7%
8. The organization allocates a budget to develop its talent
Developing and
skills through tailored training programs. 75.9%
Retaining
9. The organization develops confidence and motivation
talent
among its talent. 61.1%
10. The organization has performance evaluation and reward
systems for talent. 68.5%
11. The organization develops strategies to retain its talent. 57.4%
12. The organization identifies talent based on their
contributions during times of crisis. 63.0%
Identifying/Recruiting 13. The organization recruits new talent from inside the
talent organization during times of crisis. 75.9%
14. The organization recruits new talent from outside the
organization during times of crisis. 48.1%
15. The organization continues with its development plans for 66.7%
its talent during times of crisis. 66.7%
16. The organization assesses and monitors the performance of 64.8%
its talent during times of crisis. 55.6%
17. The organization rewards talent for their performance 75.9%
during times of crisis. 57.4%
18. The organization supports its talent emotionally and
psychologically during times of crisis. 68.5%
Developing and
19. The organization gives attention to talent interaction during 66.7%
Retaining
times of crisis. 51.9%
talent
20. The organization provides its talent with the needed
Crisis
resources to help them innovate and to ensure retaining
them during times of crisis.
21. Quick, rational decisions are adopted to ensure a proper
working environment for talent after a crisis happens.
22. The organization has the ability to promptly relocate its
resources to put things together after a crisis happens.
23. The organization loses talent during times of crisis to
overcome economic challenges.
24. The organization equips its talent with the necessary skills 74.1%
in order to support the organization in times of crisis. 53.7%
25. The organization’s talent play a major role in predicting 61.1%
crises before they happen. 75.9%
26. The organization engages its talent in developing its 75.9%
Engagement
preventive strategic plan for anticipated crises. 63.0%
27. The organization's talent play a major role during times of 75.9%
crisis.
28. The organization gives talent new responsibilities during
times of crisis.

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 Jamjoom. Y. S. (2023)
Managing Saudi Arabia's Talent in a Time of Crisis: How Does it Work?

29. The organization provides support to talent to allow them to

diagnose crises and plan accordingly.
30. The organisation depends on its talent to minimise the
impact of crises when they happen.

Quantitative methods
In order to investigate the selected sample, t-tests and analysis of variance were applied
to test a number of hypotheses. These hypotheses are as follows:
H1: There is no significant difference in talent management practices between the no-
crisis and the crisis period.
H2: There is no significant difference in identifying and recruiting talent between the
no-crisis and the crisis period.
H3: There is no significant difference in developing and retaining talent between the
no-crisis and the crisis period.
H4: There is no significant difference in the engagement of employees in crisis
management between different organization sizes.
H5: There is no significant difference in the engagement of employees in crisis
management between different organization types.
A paired t-test is conducted on H2, H3 and H4. Paired t-tests are used to test if the means
of two paired measurements are significantly different for the same subject. While a one-way
ANOVA analysis of variance was applied to test H5 and H6. The analysis is a parametric test
that compares the means of two or more independent groups in order to determine whether
there is statistical evidence that the population means are significantly different.

Study limitations
This study has some limitations. The first is the small sample size, which makes
generalizations difficult. Secondly, this is a country-based study, which entails that cultural and
economic variables must be taken into account when extending results to other contexts. In
addition, there is a chance of misinterpretations about talent management in Saudi Arabian
enterprises. This is because the topic is new and is frequently mistaken for human resource
management.

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 Jamjoom. Y. S. (2023)
Managing Saudi Arabia's Talent in a Time of Crisis: How Does it Work?

RESULTS
Validity and reliability
To ensure the validity of this study's, questions were assured to measure what they were
intended to measure. Experts in the field precisely reviewed and edited the survey's wording.
Exhaustive literature reviews were conducted to ensure that the survey is as thorough as
possible. In addition, respondents were chosen based on their job relevance and subject
knowledge. The questionnaire items were adopted from several previous studies. The
questionnaire was then assessed and evaluated by qualified experts from the field. The
reliability is tested by using Cronbach's alpha. The study employs Cronbach's alpha coefficient
to evaluate the consistency of the survey questions and their ability to generate reliable data
(Cronbach, 1951). According to Table 3, the Cronbach's alpha ranges from 0.706 to 0.952,
which is deemed to be good. Hence, all the items were considered for further analysis.

Table 3. Estimates of validity and reliability

Variables Crohnbach’s alpha (α) Number of Items
No crisis
Attracting/ Recruiting 0.895 6
Development & Retaining talent 0.952 5
Time of crisis
Identifying and retaining talent 0.706 3
Developing and retaining talent 0.916 9
Engagement 0.923 7

Results of hypotheses testing

Statistical methods were applied to the sample in order to test the different hypotheses.
Table 4 shows the results of testing H1: There is no significant difference in talent management
practices between the no-crisis and the crisis period. The t-value was found to be 0.313 and its
corresponding p value was 0.755. Since the p value was found to be more than 0.05, there is no
significant difference in talent management practices between the periods of no-crisis and crisis.

Table 4. A paired sample t-test for talent management practices between the no-crisis period and the crisis
period
Paired Differences t df Sig. (2-tailed)
Mean Std. Std. 95%
Deviation Error Confidence
Mean Interval of the
Difference
Lower Upper
No
Pair crisis -
.01475 .36490 .04711 .10902 .313 59 .755
1 period .07951
-

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 Jamjoom. Y. S. (2023)
Managing Saudi Arabia's Talent in a Time of Crisis: How Does it Work?

Crisis
period

A paired t-test was applied to test H2: There is no significant difference in identifying
and recruiting talent between the no-crisis and the crisis period. The results are shown in table
5. The results show that the t-value is -0.096 and its corresponding p value is 0.924 > 0.05. The
results reveal that there is no significant difference in identifying and recruiting talent between
the no-crisis and the crisis period.

Table 5. A paired sample t-test for identifying and recruiting talent between the no crisis and the crisis period
Paired Differences t df Sig. (2-tailed)
Mea Std. Std. 95%
n Dev Err Confidence
iati or Interval of
on Me the
an Difference
Low Up
er per
P
Attracting /
a
Recruiting - - - -
i .669 .086 .164 .924
Identifying / .008 .181 .09 59
r 78 47 69
recruiting 33 36 6
1
talent

A final paired t-test was applied to test H3: There is no significant difference in
developing and retaining talent between the no-crisis and the crisis period. The results in table
6 show that the t-value is 0.119 and its corresponding p value is 0.028. Hence, since the p value
was found to be less than .05, there is a statistically significant difference in developing and
retaining talent between the no-crisis and the crisis period.

Table 6. A paired sample t-test for developing and retaining talent between the no-crisis and the crisis period
Paired Differences t df Sig.
Mean Std. Std. 95% Confidence (2-
Deviation Error Interval of the tailed)
Mean Difference
Lower Upper

Developin
Pai g& .11926 .05308 .01304 .22548 2.247 59
.41118 .028
r1 Retaining
talent

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 Jamjoom. Y. S. (2023)
Managing Saudi Arabia's Talent in a Time of Crisis: How Does it Work?

An ANOVA analysis was applied to test for H4: There is no significant difference in
the engagement of employees in crisis management between different organization sizes. and
H5: There is no significant difference in the engagement of employees in crisis management
between different organization types. The results are presented in tables 7 and 8. From table 7,
the results show that the p value is .713, which is greater than 0.05 and this indicates that there
is no sufficient evidence to reject the null hypothesis. From table 8, the p value was found to be
.132, which is higher than .05. Neither organizations sizes (number of employees) nor types
(private or public) result in any statistically significant difference in the engagement of talent
in crisis management.

Table 7. ANOVA test of the difference in the engagement of talent in crisis management between different
organization sizes
Model Sum of Squares Df Mean Square F Sig.
Regression 2.484 7 .355 .650 .713
1 Residual 24.035 44 .546
Total 26.519 51

Table 8. ANOVA test of the difference in the engagement of talent in crisis management between different
organization types
Model Sum of Squares Df Mean Square F Sig.
Regression 1.727 7 .247 1.710 .132b
1 Residual 6.350 44 .144
Total 8.077 51

CONCLUSION
Crises can't be prevented. There is no way for any individual or group to prevent a crisis.
However, organizations must be prepared to minimize and contain the negative effects of crises.
Talent management is likely to be an efficient guideline for enhancing organizations'
positioning and corporate brand and an effective strategy for addressing the impending
organizational and employee crisis. However, there is still a scarcity of talent management
research in the Arab and GCC countries. This study quantitively analyses data collected from
a survey disseminated to experts and professionals working in several sectors in Jeddah, KSA,
to gain some understanding about the talent management practices in general and during crises
in KSA. The study finds that in most of the survey items, agreeableness rates were more than
50%. This indicates that organizations in KSA adopt practices for talent management. In
addition, the study finds that there is no significant difference in talent management practices
or in identifying and recruiting talent between the no-crisis and the crisis periods. However, a
statistically significant difference was found in developing and retaining talent between the no-

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Managing Saudi Arabia's Talent in a Time of Crisis: How Does it Work?

crisis and the crisis period. Furthermore, there appears to be no relationship between
organizational size or type and the deployment of talent management practices. Findings from
this study give a sense of satisfaction about the condition of talent management in Saudi
Arabian organizations.
Organizations in KSA are recommended to enhance their knowledge of talent
management techniques in order to compete locally and globally and to help the kingdom
achieve Vision 2030. Organizations are therefore advised to adopt international best practices
for talent management while also adapting to local needs and the local labor market. While this
study provides insight into the extent to which Saudi Arabian organizations are adopting talent
management techniques and the degree to which these practices are impacted during times of
crisis in the Saudi context, talent and talent management are still imprecise notions that merit
greater analysis and explanation. In future studies, additional interviews would be valuable to
gain a deeper understanding of the specifics of talent management in KSA. For instance, it is
worthwhile to investigate what practices are used to attract talent (attractive packages,
incentives, employer branding, flexible work arrangements, or active participation in
professional events within their realms). A deeper analysis would guide us towards the practical
distinctions amongst firms and sectors, such as how do they discover talent within their existing
employees? What steps are taken to identify talent? Do they encounter difficulty in hiring them?
Adding to that, future research could tackle the same topic from the individual point of view;
the view of the talent themselves.

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