TN Mmatabane
Abstract
The Fourth Industrial Revolution (4IR) is fundamentally transforming talent management paradigms, necessitating urgent adaptation in public-sector institutions. This study investigates HR practitioners’ perceptions of 4IR’s impact on TM at the City of Tshwane Metropolitan Municipality, South Africa employing a semi-structured interview. The findings reveal three critical insights: A pronounced digital skills gap, in which respondents identified deficiencies in data literacy and AI competencies among municipal staff; Structural barriers including bureaucratic procurement systems and rigid job architectures that hinder agile role redesign; and Cultural resistance fueled by leadership’s limited digital fluency and employee fears of job displacement. Thematic analysis highlights the tension between existing compliance-focused TM systems and emerging needs for technological adaptability, with participants reporting updated competency frameworks aligned with 4IR demands. The study contributes a strategic TM framework for municipal 4IR readiness, emphasising: Dynamic competency models integrating mandatory digital benchmarks for promotions; Public-private upskilling partnerships leveraging micro-credentialing; and HR-IT taskforces to bridge policy-implementation gaps. These findings extend Human Capital Theory by demonstrating how digital competencies function as measurable public-sector assets. Practical recommendations include fast-tracked procurement for learning technologies and leadership development programs to drive cultural change. Limitations include a single-case focus and self-reported data, suggesting the need for cross-municipal comparative studies. The research provides empirical evidence of 4IR’s disruptive effects on public-sector TM and offers actionable pathways for municipalities to transition from bureaucratic inertia to future-ready workforce strategies.