What are the main factors that motivate organisation's such as Eskom to have a talent management strategy in their organisation's? If the organization fails to successfully implement talent management strategy, how can it negatively impact the organization? Please use the case of Eskom to support your answer or any other relevant case.
What are the main factors that motivate organisation's such as Eskom to have a talent management strategy in their organisation's? If the organization fails to successfully implement talent management strategy, how can it negatively impact the organization? Please use the case of Eskom to support your answer or any other relevant case.
Chapter1: Taking Risks And Making Profits Within The Dynamic Business Environment
Section: Chapter Questions
Problem 1CE
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What are the main factors that motivate organisation's such as Eskom to have a talent management strategy in their organisation's? If the organization fails to successfully implement talent management strategy, how can it negatively impact the organization? Please use the case of Eskom to support your answer or any other relevant case.
Transcribed Image Text:Chief Executive
Office of the chief executive
Group
Customer
Services
Technology Finance and
and
Commercial
Enterprise
Development Sustainability
Human
Generation Transmission Distribution
Group
Capital
Resources
Line Functions
Service Functions
Strategic Functions
Source: Eskom Business Plan (2010)
Eskom is a state-owned company that has an estimated number of 43 000 permanent staff. Eskom is
run by the executive that report to the Board and the Human Resource Department is within the
organisational structure. The Human Resource Department report to the Chief Executive and the
Board, and talent management is the focus in this department. The main purpose of talent
management at Eskom is to provide a talent management process that intend to attract, grow and
retain the most talented employees who have critical skills , (Eskom Procedure for Deployment –
Talent, Succession and Career Management, 2011 cited in (Zamantuli Mtshali, 2014). It had been
discovered that within the talent management system at Eskom there are factors which are a
hinderance for the successful implementation of the talent management strategy.
Eskom has a goal to be ranked among the five top-performing utilities in the world. This organisation
want to achieve this by fulfilling a comprehensive talent management plan. Eskom has currently
developed an Employment Equity (EE) Plan that intends to support the strategic plan of the talent
management system. Talent management has been discovered to be one of the tools Eskom want to
use to achieve their main objective. But the challenge which they have seen so far is the effort they
had put into ensuring a successful implementation of the talent management strategy has not yield
any desired result. One of the main challenges that Eskom has been faced with is the inability to train
their current employees for them to gain critical skills such as technical skills. Another talent
management issue they had been faced with is the lack of retention of talented employees with critical
and scarce skills, and the ability to fulfil the EE target which is part of their talent management
objective (Zamantuli Mtshali, 2014).
Eskom has the talent management process that is followed rigorously to monitor the effectiveness of
the talent management strategy and identify gaps that may arise due to increase in business demands.
The current result of the talent management strategy is not reflecting the efforts that is being put into
the process. The HR department must continuously do a review of the talent management process, to
ensure that other related processes and leadership culture that ensure the required and desired talent
management impacts on career and leadership development (Zamantuli Mtshali, 2014).
Source: Zamantuli Mtshali
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