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Journal articles on the topic 'Retaining talent'

Author: Grafiati

Published: 4 June 2021

Last updated: 26 July 2025

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1

S. Harvey, William. "Winning the global talent war." Journal of Chinese Human Resource Management 5, no. 1 (2014): 62–74. http://dx.doi.org/10.1108/jchrm-01-2014-0003.

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Purpose – The purpose of this article was to discuss the phenomenon of international talent mobility and competition in relation to China's engagement in the “talent war” for attracting, retaining and managing global talents, from a policy perspective. Design/methodology/approach – The author adopts an approach combining literature review and international comparative analysis. Findings – Factors explaining global talent mobility have been predominantly economic. This paper argues that China should also focus on other critical non-economic aspects for attracting and retaining talents in the lo

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O'Halloran, Robert M., and Kyle Smith. "Retaining Management Talent." Journal of Hospitality & Tourism Cases 6, no. 2 (2017): 88–95. http://dx.doi.org/10.1177/216499871700600209.

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Thapa, Makshindra. "Effect of talent management practices on talent retention in higher educational institutions of Nepal." Journal of Nepalese Management Academia 1, no. 1 (2023): 27–36. http://dx.doi.org/10.3126/jnma.v1i1.62030.

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This paper concerns answering how talents are managed in the dimensions of attracting, developing, and motivating, as well as examining the effect of these dimensions on retaining talents. Empirical shreds of evidence have indicated the positive and significant effects of various talent management practices on different aspects of performance. The absence of studies on talent management practices focusing on attracting, developing, and motivating talents and analyzing their effect on retaining them prompted this study. The study uses descriptive and causal-comparative research designs to descr

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4

Anandaram, Sanjay. "Attracting and Retaining Talent." NHRD Network Journal 1, no. 3 (2007): 33–35. http://dx.doi.org/10.1177/0974173920070309.

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Čizmić, Elvir, and Azra Ahmić. "The influence of talent management on organisational performance in Bosnia & Herzegovina as a developing country." Management 26, no. 1 (2021): 129–47. http://dx.doi.org/10.30924/mjcmi.26.1.8.

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In today's globalized, fast-changeable, and digitalized market, companies strongly need and seek talents, who, besides basic skills, possess higher levels, as well as the optimal mix of different competencies and qualifications. Attracting the best employees, developing and retaining them represents a crucial success factor for any firm and requires well-organized talent management. The purpose of this study is to analyze the influence of talent management, viewed through attracting, developing, and retaining talents, on organizational performance improvement in companies in Bosnia and Herzego

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Ali Rawshdeh, Zainab, Zaher Zain, and Ida Rosnita Ismail. "The Influence of Socially Responsible-HRM Practices on Retaining Talents." International Journal of Engineering & Technology 7, no. 3.30 (2018): 384. http://dx.doi.org/10.14419/ijet.v7i3.30.18338.

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Corporate Social Responsibility (CSR) and Talent Management (TM) are at pivotal point in their development. However, the absence of rigorous studies that explore the relationship between Talent Retention and dimensions of CSR in the literature is surprising. Thus, the attempt of current research is to address this gap in the literature, by studying the effect of Socially Responsible Human Resource Management (HRM) practices on talent retention. And to contribute to the body of the literature by providing further insights about the importance of CSR to TM. Also, by adopting Socially Responsible

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France, Debra Ricker, Marilyn Leahy, and Mary Parsons. "Attracting, Developing and Retaining Talent." Research-Technology Management 52, no. 6 (2009): 33–44. http://dx.doi.org/10.1080/08956308.2009.11657598.

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Hamid, Aditia Putra, Yanuar Zulardiansyah Arief, Brainvendra Widi Dionova, and Rosyid Ridlo Al-Hakim. "A Fuzzy Expert System for Talent Pool Management in Indonesia." A Fuzzy Expert System for Talent Pool Management in Indonesia 1, Vol. 1 No. 2 (2023): July 2023 (2024): 12. https://doi.org/10.59890/ijma.v1i2.73.

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Addressing the VUCA (Volatility, Uncertainty, Complexity, and Ambiguity) situation, one of the company's strategies is to design a talent management strategy program to identify talent needs based on the company's vision, mission, strategy, and values. Talent is the knowledge and abilities possessed by a person relevant to the company's needs, supporting the company's goals and strategies. The company has a system that designs and manages the talents of its employees to acquire and retain their employees, namely talent management (TM). Talent management is an organizational scheme that systema

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Alrianti, Alvina, and Muhamad Ekhsan. "The role of talent management and employee engagement on employee retention mediated by job satisfaction." Jurnal Manajemen Bisnis dan Kewirausahaan 8, no. 4 (2024): 958–69. http://dx.doi.org/10.24912/jmbk.v8i4.29525.

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Retaining talented employees must be done to compete in the industrial world. The implementation of talent management is the company's effort in retaining its employees. In addition, fostering a sense of employee attachment to the company is also a strategy in retaining employees. The aim is to determine the effect of talent management and employee engagement on employee retention mediated by job satisfaction. The population is employees who work in electronics companies in the EJIP Cikarang industrial area. 90 respondents were used as samples with the sampling technique, namely the simple ran

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Liu, Xu. "Research on the Impact of Technological Talent Loss in High tech Enterprises on the Construction of Enterprise Talent Teams." Frontiers in Business, Economics and Management 9, no. 1 (2023): 99–102. http://dx.doi.org/10.54097/fbem.v9i1.8401.

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Talent is a key factor driving profit growth and the core capital of enterprises. Therefore, attracting and retaining talent is crucial for enterprises. However, against the backdrop of a shortage of talent, a large-scale wave of talent mobility has emerged. The consequence is that talent flows frequently between enterprises, accelerating the turnover of talent, resulting in a proportional loss of funds and resources, which affects the survival and development of the enterprise. Therefore, this article studies the impact of technological talent loss in high-tech enterprises on the construction

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Jeanmonod, Rebecca. "Retaining talent at academic medical centers." International Journal of Academic Medicine 2, no. 1 (2016): 46. http://dx.doi.org/10.4103/2455-5568.183323.

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Rathi, Neerpal, and Kidong Lee. "Retaining talent by enhancing organizational prestige." Personnel Review 44, no. 4 (2015): 454–69. http://dx.doi.org/10.1108/pr-05-2013-0070.

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Purpose – The purpose of this paper is to investigate the impact of perceived external prestige on turnover intentions among retail employees in India. Moreover, this study aims to explore the mediating effect of affective commitment on the relationship between perceived external prestige and turnover intentions. Design/methodology/approach – This study is quantitative in nature. The data for the present study were collected from 186 employees working in various retail stores. Existing, established scales were used to measure the research constructs. Findings – The results of the study indicat

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Brannick, Joan. "SEVEN SRATEGIES FOR RETAINING TOP TALENT." Journal of Business Strategy 22, no. 4 (2001): 28–31. http://dx.doi.org/10.1108/eb040183.

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Looney, Claudia A., and James K. Looney. "Attracting top talent and retaining stars." New Directions for Philanthropic Fundraising 2005, no. 49 (2005): 99–107. http://dx.doi.org/10.1002/pf.119.

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Bethke-Langenegger, Pamela, Philippe Mahler, and Bruno Staffelbach. "Effectiveness of talent management strategies." European Journal of International Management 5, no. 5 (2011): 524, 539. https://doi.org/10.5281/zenodo.3560634.

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This paper investigates the effects of different types of talent management strategies on organisational performance. We introduce four different strategies and show how they affect organisational performance. For this purpose, we use a particularly detailed dataset of 138 Swiss companies. We find that talent management focusing on retaining and developing talents as job satisfaction, motivation, commitment and trust in leaders. Moreover, talent management practices with a strong focus on corporate strategy have a statistically higher significant impact on organisational outcomes such as compa

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Naufal, Aria Weenas Pratama, and Febriansyah Hary. "Talent Management Strategies in Indonesia's Digital Media and Entertainment Industry for Gen Z: The Role of Leadership Style and Organizational Culture." International Journal of Current Science Research and Review 07, no. 07 (2024): 4626–33. https://doi.org/10.5281/zenodo.12633990.

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Abstract : This study found that leadership style has a significant effect on talent management, with transformational leadership being more effective in retaining talent in the digital media and entertainment industry. However, the use of organizational culture as an intervening variable showed no significant effect on talent management. The study also highlights the challenges and opportunities in retaining Generation Z talent in the media and entertainment sector, emphasizing the importance of factors such as diversity, inclusion, technology, sustainability, and legal considerations in attr

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Zhang, Kaifu. "Top Trends for Talent Management." Scientific and Social Research 3, no. 2 (2021): 163–69. http://dx.doi.org/10.36922/ssr.v3i2.1124.

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Since McKinsey’s 1998 report on “better talent is worth fighting for” which formally introduced the term “the war for talent,” talent management (TM) has been attracting strong attention from industries and academia throughout the world. Talents are seen as the critical determinant of organizational success and a necessity for sustainable corporate development. To be successful, companies need to identify and manage talents effectively. However, the dilemma faced by companies are the uncertainty of the external environment which makes it difficult for them to predict the supply and demand of t

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Savov, Radovan, Drahoslav Lančarič, and Jana Kozáková. "Size of the Company as the Main Determinant of Talent Management in Slovakia." Journal of Risk and Financial Management 13, no. 3 (2020): 50. http://dx.doi.org/10.3390/jrfm13030050.

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Nowadays, all sources in the reproduction process are easily substituted, thus the most important factors in reaching a competitive advantage are human resources. Talent management is the process oriented to enrich higher the ability of employers to increase their quality and productivity. Globalization has changed the structure of the companies in Slovakia, depending on the size of the company. This paper compares how the size of the company influences the main phases of the talent management process (strategy, identification, assessment, development, retaining). A scaled questionnaire was ap

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Wang, Yinqiu, Hui Luo, and Yunyan` Shi. "Complex network analysis for international talent mobility based on bibliometrics." International Journal of Innovation Science 11, no. 3 (2019): 419–35. http://dx.doi.org/10.1108/ijis-04-2019-0044.

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Purpose This paper aims to explore international talent mobility and identify its negative/positive factors. Design/methodology/approach Bibliometric data from Scopus are explicated to model the mobility network and providing a more comprehensive posture. In addition, by using indicators of complex network, significant features of international talent mobility are described quantitatively. After that, by introducing a kind of improved gravity model with multiple linear regression, the authors identify factors to explain international talent mobility flows. Findings With the analysis of interna

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Ahmić, Azra, and Elvir Čizmić. "Motivational Factors and Retention of Talented Managers." Business Systems Research Journal 12, no. 2 (2021): 200–220. http://dx.doi.org/10.2478/bsrj-2021-0028.

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Abstract Background: In a contemporary fast-changing world, companies are facing growing global competition, volatile markets, altered workforce structure, and another technological reshifting, which generates enormous pressure on them to improve their business performance and imposes the necessity to highlight practices of talent management more seriously. Objectives: In this study we explore interrelations between attraction/work motivational factors and talent retention, observed through talent engagement. Methods/Approach: The methodology in this research focuses on the comprehensive resou

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Bambang Mardi Sentosa and Rubiansyah Perdana Kusuma. "Talent Management in the Knowledge Economy:Strategies for Attracting and Retaining Top Talent." Indonesia Journal of Engineering and Education Technology (IJEET) 2, no. 2 (2024): 408–14. http://dx.doi.org/10.61991/ijeet.v2i2.78.

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In the era of knowledge-based economy, talent management is a key element in improving organizational competitiveness. This research aims to identify effective strategies in attracting and retaining the best talent amid dynamic changes in the labor market. Through a qualitative approach and case studies on leading companies, this study explores the key factors that influence talent's decision to join and stay in an organization. The results show that a work environment that supports innovation, sustainable career development, and competitive compensation policies are the main factors in talent

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Perry, Phillip M. "The Human Side: Retaining Your Asian Talent." Research-Technology Management 44, no. 6 (2001): 56–58. http://dx.doi.org/10.1080/08956308.2001.11671465.

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Preziosi, Robert C. "Retaining Talent At LAAL: A Case Study." Journal of Business Case Studies (JBCS) 1, no. 3 (2005): 1–8. http://dx.doi.org/10.19030/jbcs.v1i3.4921.

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Gionfriddo, Jim, and Lalit Dhingra. "Retaining Hig-Tech Talent: NIIT Case Study." Compensation & Benefits Review 31, no. 5 (1999): 31–35. http://dx.doi.org/10.1177/088636879903100505.

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Wu, Qing, and Mei Li. "Constructing a Mechanism for Promoting the All-round Rural Revitalization with Talent Revitalization as the Core." International Journal of Education and Social Development 2, no. 3 (2025): 119–23. https://doi.org/10.54097/h8bwz219.

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Against the backdrop of the comprehensive advancement of the rural revitalization strategy, talent revitalization, as the core driving force, plays a crucial role in achieving the all-round rural revitalization goals of prosperous industries, a pleasant ecological environment, civilized rural customs, effective governance, and prosperous lives. This paper deeply analyzes the current situation of the shortage of rural talents, structural imbalances, and serious brain drain, as well as the many difficulties faced in attracting, cultivating, and retaining talents, such as uncompetitive salary pac

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Ott, Dana L., Julia Louise Tolentino, and Snejina Michailova. "Effective talent retention approaches." Human Resource Management International Digest 26, no. 7 (2018): 16–19. http://dx.doi.org/10.1108/hrmid-07-2018-0152.

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Purpose This paper aims to review the talent management literature to identify ways in which organizations can practically and effectively improve talent retention. Design/methodology/approach This paper defines talent and talent retention and explains why retaining talent is so important and why talent leave. Then, it reviews existing literature from scholarly journals and practitioner reports and identifies and discusses means by which organizations can improve their talent retention. Finally, this paper outlines some important lessons that are relevant to all organizations when considering

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Vauterin, Johanna Julia, Karl-Erik Michelsen, and Lassi Linnanen. "Attracting and Retaining Student Talent from around the World." Industry and Higher Education 27, no. 3 (2013): 163–78. http://dx.doi.org/10.5367/ihe.2013.0155.

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To be prepared for changing student talent pools in emerging geographical markets, and to remain attractive to the coming waves of student mobility, the European higher education sector must improve its ability to absorb international student talent in greater numbers. This paper presents an analysis of the nature and value of university–industry partnering as a means of attracting and retaining global student talent. The authors argue that global student talent recruitment lies at the heart of ‘knowledge transfer through people’. With this in mind, an inclusive picture of the university–indus

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Vitaharsa, Leonardo Indra. "Talent Management Strategy in Retaining The Millennial Generation." Economics and Business Journal (ECBIS) 2, no. 3 (2024): 327–32. https://doi.org/10.47353/ecbis.v2i3.144.

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The millennial generation, with its distinct characteristics and preferences, presents both challenges and opportunities for organizations in talent management. This study examines effective strategies to retain millennials in the workplace. Key findings reveal that millennials highly value continuous career development, a balance between work and personal life, and a collaborative and inclusive work environment. The adoption of advanced technology and frequent, constructive feedback are also crucial in engaging and retaining millennial employees. Organizations that adapt their talent manageme

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Fatmasari Endayani, Ernita Dian Puspasari, and Saman Saman. "Implementation of Talent Management System in Retaining Millennial Generation Employees." International Journal of Economics, Management and Accounting 2, no. 1 (2025): 315–30. https://doi.org/10.61132/ijema.v2i1.442.

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This study aims to analyze the implementation of the talent management system in the context of retaining millennial generation employees. Using a qualitative research method with a literature study approach, this study explores the characteristics and expectations of millennial employees, the factors that affect the effectiveness of talent management, and the challenges in its implementation. The results of the study show that the success of talent management for the millennial generation is greatly influenced by the integration of digital technology, personalization of development programs,

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Pramarta, Kadek Dimas, and I. Gusti Salit Ketut Netra. "PENGARUH MANAJEMEN BAKAT DALAM MEMPERTAHANKAN KARYAWAN DENGAN KOMITMEN ORGANISASI SEBAGAI VARIABEL MODERASI." E-Jurnal Manajemen Universitas Udayana 7, no. 12 (2018): 6649. http://dx.doi.org/10.24843/ejmunud.2018.v07.i12.p10.

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The purpose of this study was to examine the influence of talent management in maintaining employees with organizational commitment as a moderating variable in employees of PT. Rara Lestari Global. In this study used the census method (total sampling) in determining the sample of 55 respondents, through moderation analysis techniques (MRA). Based on the results of the analysis shows that all hypotheses can be accepted that is 1) Talent management has a positive and significant influence in retaining employees. 2) Organizational commitment has a positive and significant influence in retaining e

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Tao, Li, Xiaoyan Lei, Wentan Guo, Victor Jing Li, and Min Cheng. "To Settle Down, or Not? Evaluating the Policy Effects of Talent Housing in Shanghai, China." Land 11, no. 8 (2022): 1145. http://dx.doi.org/10.3390/land11081145.

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Housing has become pivotal in attracting and retaining talent in first-tier cities. Although numerous cities are actively promoting the provision of talent housing in China, little is known about the talent’s evaluations of talent housing policies or the effect on their urban settlement intention. This paper aims to investigate whether talent housing alleviates the housing difficulties of talent and its role in retaining talent. A questionnaire was conducted face-to-face in talent housing in Shanghai. Binary logistic regression was employed to analyse the factors significantly contributing to

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Wu, Jun, Xuan Wu, Hao Zheng, and Tong Wang. "The Scene Logic of Innovative Talent Agglomeration: An Empirical Study Based on 54 Cities in China." Sustainability 16, no. 18 (2024): 7951. http://dx.doi.org/10.3390/su16187951.

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In recent years, China has been steadily implementing its innovation-driven development strategy, underscoring the vital importance of attracting innovative talents to cities. Major cities have come to realize that securing such talent is essential for maintaining sustainable urban competitiveness in the future. This article takes a novel perspective by focusing on the role of urban scenes, with a particular emphasis on the cultural, lifestyle, and quality-of-life factors that are crucial for attracting and retaining innovative talent, which is essential for sustainable urban growth. Utilizing

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Gürbüz, Uğur, Mine Afacan Fındıklı, and Şebnem Özdemir. "Digital HR: A study on how game-based assessments can attract talents." Global Journal of Information Technology: Emerging Technologies 12, no. 1 (2022): 22–33. http://dx.doi.org/10.18844/gjit.v12i1.6941.

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Today, “Talent Gap” poses as one of the biggest problems in the business world. As the ratio of this talent gap increases, so too does the desperation of businesses to alleviate this problem. This study aims to answer the research problem defined as, “Does using game-based assessment provide an advantage to companies in the war of attracting and retaining young talents?” To answer this, the aptitudes and perspectives of 35 candidates towards the companies in terms of some criteria were measured by means of Analytic Hierarchy Process. In conclusion, this study shows that the companies, offering

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Zulkarnain, Fathurrozi Wali. "Optimasi Manajemen Talenta di Sektor Publik: Kajian Studi Manajemen Sumber Daya Manusia." Journal of Governance and Administrative Reform 2, no. 2 (2022): 128–50. http://dx.doi.org/10.20473/jgar.v2i2.33468.

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AbstractHuman resources are a valuable asset for the organization. Talented employees will certainly make a lot of positive contributions to the organization. To manage these talented employees, it is necessary to implement talent management to increase the desire of talented employees to survive. This study aims to answer the problem of implementing talent management in the public sector. The research method uses a literature study. The results show that the implementation of talent management in public sector organizations faces challenges in the form of a lack of talented experts and the di

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Sanjeev, Rinku, and Anita Singh. "Talent management for developing leadership: an empirical investigation." Independent Journal of Management & Production 8, no. 3 (2017): 1130. http://dx.doi.org/10.14807/ijmp.v8i3.630.

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In the current situation where Indian IT Companies are facing high growth trajectory, getting good talents and retaining them is increasingly becoming difficult. Talent management and tapping potential leaders’ is becoming one of the key responsibilities of HR Managers. Though leadership development has always been rated as the most important need of IT Companies, it lacks proper address by top level management. To address this gap it is pertinent for the management to know the factors that impacts the talent management and leadership development within the company.The basic emphasis of this p

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Zeng, Guidong, Fang Liu, Cao Xiong, and Yan Yan Huang. "Analysis of Innovative Strategies for Talent Team Development from the Perspective of Human Resource Management in Colleges and Universities." Contemporary Education and Teaching Research 5, no. 12 (2024): 430–35. https://doi.org/10.61360/bonicetr242017241202.

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From a human resource management perspective, higher education institutions face the challenge of effectively attracting, developing, and retaining key academic talent, which is essential to ensure that the quality of education and research remains superior. This paper examines the challenges faced by higher education institutions in building their talent pipeline. There are four innovative countermeasures that higher education institutions can take based on the human resource management perspective, including comprehensively optimizing the talent recruitment and selection process, establishin

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Izmailova, Marina. "Talent Management as a Strategic Resource for Company Development: History and Modernity." ISTORIYA 14, no. 4 (126) (2023): 0. http://dx.doi.org/10.18254/s207987840026458-2.

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The article is devoted to the analysis of conceptual approaches to solving the problem of providing the corporate sector with talented employees, the shortage of which is now considered as one of the constraining factors of economic growth at the level of individual companies and the economy as a whole. A comparative analysis of existing approaches to talent management allowed us to form a model of maturity of talent management processes, reflecting the company&apos;s evolutionary path in the field of talent management, to identify tasks and new functions of the talent management process.

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Hamilton, John. "Trends and Strategies in Recruiting and Retaining Talent." Journal of Petroleum Technology 61, no. 05 (2009): 34–38. http://dx.doi.org/10.2118/0509-0034-jpt.

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Allen, David G., Phillip C. Bryant, and James M. Vardaman. "Retaining Talent: Replacing Misconceptions With Evidence-Based Strategies." Academy of Management Perspectives 24, no. 2 (2010): 48–64. http://dx.doi.org/10.5465/amp.2010.51827775.

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Allen, David G., Phillip C. Bryant, and James M. Vardaman. "Retaining Talent: Replacing Misconceptions With Evidence-Based Strategies." Academy of Management Perspectives 24, no. 2 (2010): 48–64. http://dx.doi.org/10.5465/amp.24.2.48.

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Walsh, Kate, and Masako S. Taylor. "Developing In-House Careers and Retaining Management Talent." Cornell Hotel and Restaurant Administration Quarterly 48, no. 2 (2007): 163–82. http://dx.doi.org/10.1177/0010880407300521.

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Doh, Jonathan P., Richard R. Smith, Stephen A. Stumpf, and Walter G. Tymon. "Pride and professionals: retaining talent in emerging economies." Journal of Business Strategy 32, no. 5 (2011): 35–42. http://dx.doi.org/10.1108/02756661111165453.

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Mukherjee, Rashmi Bhaskar, Yogesh Pandey, and S. Varadarajan. "Attracting and Retaining Talent in the KPO Sector." NHRD Network Journal 1, no. 3 (2007): 45–49. http://dx.doi.org/10.1177/0974173920070313.

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Ho, Elsie. "The Challenge of Recruiting and Retaining International Talent." New Zealand Journal of Geography 112, no. 1 (2008): 18–22. http://dx.doi.org/10.1111/j.0028-8292.2001.tb00787.x.

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Kuznetsova, Nataliya B. "Competitiveness of Ukrainian talents in world ratings." Socio-Economic Problems of the Modern Period of Ukraine, no. 1(153) (2022): 45–53. http://dx.doi.org/10.36818/2071-4653-2022-1-7.

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Talents become a key determinant of sustainable economic development under the condition of a balanced and effective governmental policy aimed at their cultivating, developing, and retaining. Countries that accumulate a critical mass of such talent will be able to quickly overcome existing crises, actively innovate, and ensure progressive economic and social development. The article identifies the role and importance of talents to ensure the competitiveness of the national economy and its growth. The competitiveness of talents from different countries, including Ukraine, was assessed according

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Mohaimen, Md Abul. "Talent Management: Three new Perceptions intended for managing and retaining Talent in Bangladesh." Asian Business Review 3, no. 1 (2013): 7–15. http://dx.doi.org/10.18034/abr.v3i1.96.

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Mohaimen, Md Abul. "Talent Management: Three new Perceptions intended for managing and retaining Talent in Bangladesh." Asian Business Review 3, no. 3 (2015): 07. http://dx.doi.org/10.18034/abr.v3i3.289.

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SAVELYEVA, MARINA. "Talent management." Public Administration 23, no. 1 (2021): 65–69. http://dx.doi.org/10.22394/2070-8378-2021-23-1-65-69.

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Developing the talents of the organization’s employees is becoming an increasingly important component for the formation of the organization’s competitive advantages since it is aimed at attracting and retaining high-quality specialists. The concept of talent can be described as a multifaceted phenomenon, including person’s abilities acquired from birth, skills obtained throughout life, and involvement in a favorite type of occupation. The article describes the main ways to identify employees’ talents, such as: “Tricky questions”, “Matrix for determining talent”, and analysis of employee’s per

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Hoang, Anh Tuan, Van Chieu Nguyen, Tich Nghi Nguyen, and The Thang Nguyen. "A Review of Policy Studies on the Talents in Vietnam." International Journal of Social Science and Human Research 07, no. 08 (2024): 6128–36. https://doi.org/10.5281/zenodo.13368990.

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The talents represent the prosperity and sustainability of a nation because these people are acme quintessence of a nation and they have both excellent gifts and exemplary moral, these reasons why the policies on the talents are always the top priorities of any countries. By reviewing the documents researched into the talents, this paper provide a common picture of perspectives of the latent before reaching some conclusion in terms of the policies on talents regarding to attaching, developing and retaining. The policies on talents should be further researched that come from the nature of talen

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Isah Leontes, Njanjobea. "Talent management and employee retention in the South African Higher education landscape." International Journal of Research in Business and Social Science (2147- 4478) 13, no. 6 (2024): 303–12. http://dx.doi.org/10.20525/ijrbs.v13i6.3532.

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This study explored talent management and employee retention in South Africa's higher education sector, focusing on Institution X. Post-apartheid, South African higher education has faced numerous challenges, including attracting, managing, and retaining new academics essential for societal transformation. The study aimed to assess the relationship between talent management practices (recruitment, career management, rewards, management style, and talent development) and employee retention in this sector.The study's objectives were to examine the strategic orientation of talent management at In

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