The effect of talent management on business success in Nigerias telecoms sector The WritePass Journal

The effect of talent management on business success in Nigerias telecoms sector Summary The effect of talent management on business success in Nigerias telecoms sector CIPD documentation, where talent was considered to be the qualities â€Å"of those individuals who can make a difference to organisational performance either through their immediate contribution or, in the longer-term, by demonstrating the highest levels of potential†. Bearing these principles in mind, the literature can then go to consider the role that this approach would take within the emerging market of Nigeria and with particular reference to the telecoms industry. For example, Etisalat created a strategy plan that would span 2011 – 2016 called â€Å"Engage†, with the aim of inspiring staff and encouraging greater emphasis being placed on management and its ability to engage with the staff during a period of dynamic expansion (Etisalat, 2014). When looking specifically at the area of the telecoms industry, it is seen that Etisalat is one of the more pro-active talent management companies, with its own Academy providing learning and development opportunities for staff members in its central head office, in Dubai. As well as creating learning opportunities, there are is also an argument that the company has gained success by looking at the greater brand loyalty from the staff, with the wider perception of what is meant by talent management and how this can link with the emerging markets and companies, such as Etisala (Etisalat, 2014).   Gap in Literature A seeming gap in the literature which is to be dealt with as part of this research is that of understanding the role of traditional talent management will have on an emerging market and, in particular, the telecoms industry. Specific consideration needs to be given to the notion that there is likely to be an issue with the mobility of staff and the willingness of individuals to move either to or from the area, in order to sustain employment. Research Methodology Research design The proposed research method is deductive in nature, involving multiple different observations which ultimately provide an overall theory. In order to achieve this, it is necessary to undertake both primary and secondary research, to gather a rounded understanding of both theory and then its practical application. Data Sources For the literature review, the information will be primarily gathered from journals and reports surrounding the area of talent management, as well as from direct information from Etisalat. It is anticipated that this information will be gathered from free sources, as well as subscribed online journals such as Emerald Insight. Primary research will look at the opinions of HR staff, as well as those subject to â€Å"talent management† within the workplace. Data Collection / Analysis Techniques A total of 100 individuals will be contacted through the use of questionnaires, to determine the use of talent management and the perceptions of talent management within the workplace. Of these 100 questionnaires, a further 10 one-to-one interviews will be undertaken, to supplement and further the understanding gained as part of the wider questionnaires. This is based on availability and time constraints, as well as the desire to obtain a balanced view, overall. Sampling Techniques The selected individuals will be a mixture of HR professionals and staff members who are targeted as part of the talent management process. This split is thought to be approximately 80 / 20 and will allow both sides of the action to be considered alongside each other and research then undertaken into whether or not the perceptions of the staff differ from the perceptions of the managers implementing these agendas. Practical Considerations Ethical considerations A potential difficulty emerges with the primary research, in that it is asking employees about their perceptions of talent management within the organisation. This is because some individuals may be concerned that expressing honest opinions could have a negative impact on their own career progression. For this reason, as well as commercial confidentiality reasons, the data collected will be entirely anonymised and pass-worded, so that the answers cannot be directly linked to the individuals in question. Suggested Research Topics The overall topic is the link between talent management and business success; however, there will be several sub areas of research that will also be considered as part of this; for example, how can various initiatives impact on the role of talent management, the role of talent management from the point of view of recruitment, performance management and promotion. Consideration will also be given to the mobility of individuals within the emerging world and the political aspects that may be relevant. Project Plan The research will take place over one academic year and 10 months of total work. This is broken down as follows:    Month 1 Background research and delineation of questions and areas of research Month 2 Literature review and setting out the questionnaires for the primary research Month 3 Literature review and sending out of primary research Month 4 Collation of primary research and analysis Month 5 Collation of primary research and analysis Month 6 Review of literature based on findings of primary research Month 7 Review of literature based on findings of primary research, conclusions and summary Month 8 Conclusions and summary Month 9 Writing of report Month 10 Review and preparation of presentation This is a reasonably flexible time frame, with recognition that there will need to be a consolidation time period at the end, to revisit key areas.              Ã‚   Bibliography – suggested initial bibliography (to be added to during the research) Bersin Associates. (2012). New research finds UK talent acquisition spending rose six per cent in 2011. London: Bersin Associates. Chartered Institute of Personnel and Development. (2006). Talent management: understanding the dimensions. London: CIPD. Chartered Institute of Personnel and Development. (2010). The talent perspective: what does it feel like to be talent-managed? CIPD, London. Available: cipd.co.uk/NR/rdonlyres/95D2D604 -36C6-450A-996A-01F45F0B17C5/0/5262_Talent_Perspective.pdf (Accessed 18/09/12) Chartered Institute of Personnel and Development. (2012). Talent management: an overview, CIPD, London. Available: cipd.co.uk/hr-resources/factsheets/talent-management-overview.aspx (Accessed 3/10/12) Cheese, P. (2008). The talent powered organisation: strategies for globalisation, talent management and high performance. Cornwall: MPG Books ltd. Etisalat (2014) Etisalat Strategu. Available at: tetisalat.com/en/ir/corporateinfo/etisalat-strategy.jsp McKinsey Company. (2001). The war on talent, McKinsey Company Inc, USA. Available: http:// autoassembly.mckinsey.com/html/downloads/articles/War_For_Talent.pdf Newman, E. (2012). What is the definition of CRM? Inside Talent Management Technology,   Available at: