Exploring talent management execution in the Ministry of Justice in the Namibian public sector

• Published in: SA Journal of Human Resource Management 2019, Vol.17 (1), p.1-9
• Main Authors: Filippus, Kristofina, Schultz, Cecile M.
• Format: Article
• Language: English
• Subjects: Competition; Competitive advantage; Content analysis; Courts; Employees; Execution; Human Resource; Human resource directors; Human resource management; Human Resource, HR; Human resources; Justice; Leadership training; Managers; Namibian Public Sector; Operational Execution; Performance management; Public sector; Research methodology; Retention; Strategic Execution; Success; Succession planning; Talent Management
• ISSN: 1683-7584; 2071-078X
• DOI: 10.4102/sajhrm.v17i0.1162

Orientation: The Ministry of Justice in the government of the Republic of Namibia, which is tasked to implement an effective judicial system in the country, is one of the public sector institutions rocked by a shortage of critical skills.Research purpose: The aim of this study was to scrutinise the execution of talent management practices in the Ministry of Justice in the Namibian public sector by investigating the talent management execution levels, identifying the distractors and enablers that form part of the talent management practices and developing a conceptual framework of talent management execution.Motivation for the study: The war for talent is evident in the Ministry of Justice in the Namibian public sector, and limited research exists regarding the execution of talent management in this organisation.Research approach/design and method: The research was based on an exploratory research design and a qualitative approach was used. Purposive sampling was utilised and semistructured interviews were conducted. The data were analysed by means of qualitative content analysis.Main findings: Talent management was executed on three levels: human resource execution, operational execution and strategic execution. Specific distractors and enablers were identified and formed part of the talent management practices. Practical/managerial implications: To execute talent management properly, managers and human resource managers should attend to the identified talent management distractors and enablers.Contribution/value-add: Talent management execution levels and the relating distractors and enablers were identified. A conceptual framework of talent management execution in the Ministry of Justice in the Namibian public sector was developed.