TALENT MANAGEMENT ON EMPLOYEE

PERFORMANCE AS A COMPLEMENTARY
TOOL FOR COMPETITIVE ADVANTAGE: A
SURVEY OF SMALL COMPANIES
OPERATING IN CHIREDZI DISTRICT,
ZIMBABWE.

BOTHWELL LUCENT SHOKO

2023
Masters in Business Administration (MBA)

ZIMBABWE OPEN UNIVERSITY (ZOU)

Supervisor: Mr R Murovedzi.
 AGENDALAYOUT
PRESENTATION
1. Introduction and background
2. Short description of the problem
3. Research Objectives
4. Research Questions
5. Literature Review
6. Research Methodology
7. Limitations
8. Most important findings of the study.
9. Discussions
10. Conclusions
 1. INTRODUCTION AND
BACKGROUND
 Talent management refers to the anticipation of
required human capital for an organization and the
planning to meet those needs, (Betcho, 2017).
 Talent scarcity is a global challenge.
 Annual Global CEO 22nd Survey (2019) in Europe
indicates 79% talent scarcity.
 In Asia Korn Ferry (2018) notes 12.3 million
shortage by 2020,
 Rising to 47 million by 2030 resulting 4.238 trillion
unrealized revenue in Asia.
 INTRODUCTION AND
BACKGROUND CONTINUED
 Despite having a literacy rate above 90%,

 Zimbabwe have a talent deficit of 62%.

 The talent scarcity in descending order:

I. Natural and Applied Science

II. Medical and Health Sciences

III.Engineering and Technology

IV.Agriculture

V. Applied Arts and Humanities

VI.Business and Commerce (surplus)

 ZIMBABWE NATIONAL CRITICAL
SKILLS AUDIT (2018)
Number Sector Availability (%) Surplus/Deficit (%)

1. Engineering and 6.43 -93.57

Technology
2. Natural and Applied 3.09 -96.91
Sciences
3. Business and 121 21
Commerce
4. Agriculture 12 -88
5. Medical and Health 5 -95
Sciences
6. Applied Arts and 82 -18
Humanities
 2. SHORT DESCRIPTION OF THE
PROBLEM STATEMENT
 Small companies in Chiredzi district are facing
skills shortages.
 Talent scarcity is due to poor talent management
and succession plans.
 This has led to: firms shutdown, job losses, failure
to meet the national objectives of poverty reduction
for a middle class economy by 2030.
 Redistribution of national income, which could have
a significant impact on the national economic
agenda by 2030.
 3. RESEARCH OBJECTIVES
1. To find out the role of human resources strategy on
talent development.
2. To establish the role of talent management on
company performance.
3. To assess the impact of performance management
on employee performance.
4. To evaluate the impact of succession planning on
organization competitiveness.
 4. RESEARCH QUESTIONS
Some of the research questions included:
1. What is the role of human resources strategy on talent
development?
2. What is the role of talent management on company
performance?
3. What is the impact of performance management on
employee performance?
4. What is the impact of succession planning on
organization competitiveness?
 5. LITERATURE REVIEW
Theoretical Review
The research was based on Resource Based View
(RBV) Model.
Thus a firm’s performance is determined by internal
resources: physical resources, human resources and
organizational resources, (Barney, 1997)
CONCEPTUAL REVIEW: ELEMENTS
OF TALENT MANAGEMENT
 EMPIRICAL REVIEW
 Asadi (2015) in Iran found out that talent planning
was effective on recruitment and maintaining of
talented human resource.
 The current study checked if talent planning was
being done in Chiredzi.
 Chanana (2017) found onboarding was critical in
talent management.
 The current research studied if onboarding was
being done by Chiredzi firms.
EMPIRICAL REVIEW (CONTINUED)
 Kehinde (2012) found out there is a positive impact
of talent management on performance of the
multinational and the national companies but the
small and medium companies have not been
gaining from this new technique.
 This study assessed the importance of using talent
management in all categories of staff within small
companies.
 6. RESEARCH METHODOLOGY
 Triangulation was used to cater for the difference
perspectives about qualitative and quantitative
research.
 Population of 100 small firms was targeted.
 Stratified Sampling was used to pick a sample of 60
respondents.
 Questionnaires, Interviews, Observations and
Company reports were used.
 Data collected was used for data entry and analysis.
 Results were presented using tables, graphs, charts
and interpreted.
 7. LIMITATIONS
 Low response rate of participants.
 Non-availability of some respondents when
required.
To overcome these limitations:
 the researcher explained the purpose of the
research,
 Assured confidentiality of information collected,
 Explained the benefits of the research to the small
business community.
8. MOST IMPORTANT FINDINGS OF
THE STUDY
 Most small firms leaders attained O level only.
 Lifespan of most small firms is less than 4 years.
 Intellectual capital affects business
competitiveness.
 Setting corporate goals enhances company
performance.
 Talent management is key for succession
planning.
 Firm culture affects competitiveness
 MOST IMPORTANT FINDINGS OF
THE STUDY (CONTINUED)
 Lack of education or training affects business
competitiveness.
 Talent management remains key for innovation and
competitiveness.
 Career planning enhances performance.

 Succession planning positively impact employee

productivity.
 Majority of business owners are: male, divorced,
general dealers, and in age 30-39years.
 9. DISCUSSIONS
 Human resources strategy creates a strong
competitive advantage.
 Corporate strategy can be used to strengthen and
improve the organization.
 Performance management has a residual effect on
employee trust and company loyalty.
 Succession planning increases the availability of
capable individuals who are prepared to assume
vacant roles as they become readily available
(enhancing survival of the business).
 10. CONCLUSIONS
 Human resources technology and service helps track
productivity and performance.
 Talent management provides essential knowledge
and strategies for innovation.
 Performance appraisal identifies skills/performance
gaps in employees.
 Succession planning leads to: career development,
job security and employee retention.
 11. RECOMMENDATIONS
Improve HR performance in areas such as:
I.Organizational communication

II.training program /Career development

III. Building a company cultural vision

IV.Profit share based performance

Future Research:
1. Research on Talent management as a core source of
innovation and social development in small business
focusing on Zimbabwe.
The way to get started is to quit
talking and begin doing.
- Walt Disney

THANK YOU FOR YOUR

ATTENTION!!!