Ntseliseng Khumalo, Lesego Seima, Lungile Ntsizwane, William Makumbe
Abstract
Companies are beginning to understand that the key to success in today’s increasingly competitive business environment is attracting and retaining top talent. This study aims to explore the obstacles faced by a mining company in South Africa in the implementation of talent management. A qualitative exploratory research approach was employed within an interpretivist research paradigm, facilitating a comprehensive analysis of the topic. Data was gathered through semi-structured interviews with 10 individuals using a purposive sampling technique to ensure a diverse range of insights. The participants included HR managers, assistant managers, analysts, specialists, and both senior and junior personnel. Thematic analysis was utilised, enabling a thorough interpretation of qualitative data through triangulation with relevant literature on the subject. The findings identified several challenges to implementing talent management strategies, including resource limitations, cultural barriers, and resistance to change. The study emphasised the vital role of talent managers in linking strategy and execution, thereby fostering a more integrated approach to talent management. This research offers practical advice, enhancing personnel management techniques tailored to the unique dynamics of the South African mining sector. The insights gained can inform future policies and frameworks, promoting an environment conducive to talent development and organisational performance.