ABSTRACT

The study evaluated talent management strategy in Nigerian Telecommunication Industries, a study of MTN and Airtel Nigeria limited. Managing talent di a global organization is more complex and demanding than ii is in a national business and few worldwide corporations have risen to the challenge of how to develop talent management. Beyond tI1C broad Ol)jeCli VC, the study sought specifically to evaluate the impact of liunian resource development on employee percormance ifl the organizations; ascet lain how employee trining and developineiit can enhance employee per orrnance in the organizations: examine the effects of staff lrai iii ng on the organizations performance. This research focuses on highlighting the way in which organizations should embrace talent managemeni to obtai ii and retain the best talent available for the success of their organizations. From the literature review it is explained that in order ir talent management to be effective it must be al ignecl to organizational strategy. A total of 24 management and non management staff out of a total population of 657 were selected across the regional offices iii Ahia State using stratified sampling technique from which data and information were elicited using the questionnaire. Analytically, the study employed descriptive statistics in attainment of specific objectives. '[he analytical result revealed that almost all the respondents are satisfied wi h the result of the talent nlan:uzeil-lent strategy program rue. A I most all the employees agreed that the talent management programme crc:ites good work culture as well as enhances the values of employees and decrease in turnover of employees. Another observation of the study is that most of the employees are. satisfied that talent management programme helps to identify the strength and weakness of employees. A final point emanating from the study is that when it comes to talent management and achieving organ i :itional strategy it is not business as usual. Companies need to ne aware of brand profiles most. desired by highly talented individuals; they also need to be aware of various recruiting strategies as well as xii acknowledge that different employees are at different levels of the motivational hierarchy. The coefficients of education, rei ineration. employee performance and related work aica possessed expected positiVe signs and significant at varied probabi lily levels vlii Ic household size and work experience posited negativc signs at 1% and 10% levels respectivciy. This implies that the i-espondenl's staff talent management rate is e.ihanced by increasing education. remuneration, employee performance and posting to related work area and adversely affected by household size and work experience. The result showed ftat a positive significant relationship at 0.01 level of probability exist between employee training and development and talent management. This implies that employee training and development is strongly related to talent management of employees. The results showed that among the variables considered in analysis of the effect of talent management strategy on organization performance, sex, age, marital status. cost of running btisi ness. household size and work in related area were significant at 5-percent probability level respectively while staff training was significant at I-percent level of probability. The study concludes that talent management is a viable path towards improving organizational peilormance and recommended amongst others that, management should take more steps to improve the job environment and working conditions in other to get the best fioiii employees talent and enhance better productivity.