Die effektiwiteit van talentbestuursprogramme in geselekteerde Suid-Afrikaanse organisasies

English: This study was driven by a need that was identified within South African organisations to establish guidelines for the implementation of an effective talent management programme. This study attempted to evaluate the effectiveness of current talent management programmes in selected South African organisations in the financial, transport and mining sectors. The effectiveness of the talent management programme tiepenos on how often the different components that should be included in these programmes, are in fact included (completeness), as well as on the satisfaction of the respondents with each of the components in the programme. Therefore, the purpose of this study was 1) to develop a theoretical framework for an accurate determination of the content and implementation of talent management programmes in the selected South African organisations; 2) to determine the completeness of talent management programmes in the selected South African organisations with regard to the components that should be included; 3) to determine the satisfaction of the identified talented employees in the selected South African organisations with the talent management programmes; and 4) to compare the selected South African organisations in the financial, transport and mining sectors on the basis of the results of the empirical study to determine differences between the three sectors with regard to the effectiveness. of the different talent management programmes. The second chapter of this study gives a general background conceming the term 'talent management' and the third chapter consists of more specific information concerning the term 'talent management'. Chapter 4 consists of information regarding components of talent management programmes that have been used to develop the interview schedule and the talent management questionnaire. The interview schedule comprises 42 questions (question 42 is divided into 42.1-42.8) which were compiled from literature and discussions with human resource specialists. The researcher interviewed 26 talent managers to finalise the talent management questionnaire. The talent management questionnaire that the identified talented employees had to complete is an adapted version of the interview schedule that was used for the talent managers. The sample consisted of 117 identified talented employees. A comprehensive list of components that should be included in a talent management programme was developed to assist organisations with the design and implementation of an effective talent meneqemen: programme. Statistical analysis was performed using SAS. The ANOVA test and Tukey's Studentiséd Range were used to determine differences 'between the three sectors with regard to the effectiveness of the talent management programmes. Results of the study indicated that the organisations that have participated in the study do have most of the necessary components included in their talent management programmes .. The exception is talent management software that was generally not included in the talent management programmes of the organisations. Further results indicated that, for the largest part, the respondents are not very satisfied with the components of the talent management programmes in their organisations. The respondents of the mining sector indicated the lowest satisfaction levels regarding the talent management programme. Furthermore, the financial sector's talent management programme seemed to be more effective than the .mining sector's talent management programme. There are no statistically significant differences between the financial sector and the transport sector, as well as between the mining sector and the transport sector with regard to the effectiveness of the different talent management programmes. In view of the above-mentioned, conclusions and recommendations were made. The literature review revealed that talent management programmes worldwide are often not effective and that talented employees are often not satisfied with the talent management programmes in the organisation and are consequently moving from one organisation to another. It would be beneficial for organisations to pay attention to the results of this study and improve the current talent management programmes to ensure that talent remains in the organisation