To Explore the Effect of Talent Management Developments in Saudi Healthcare Sector

Abstract

 Today, human capital at every level is considered more important than ever to organisations that hope to raise their competitiveness, both globally and locally, as organisations face a global, complex, dynamic, highly competitive, and extremely volatile environment. Nonetheless, organisations need to increase their attention to their human capital who owns unique qualities and greatest potential, and those who can sustain the competitive advantage of the organisation to stay on top. Notwithstanding the growing recognition of the importance of qualified employees, the main challenge facing most organisations is the shortages of managerial and professional talent. Shortage of talent is a major obstacle facing many companies in the implementation of their global strategies. Based on the increased need for basic skills and advanced skills level, talent management (TM) has emerged in many works of literature that emphasises the importance of human capital as a first step in gaining and sustaining a global competitive advantage. The McKinsey study was a turning point on how organisations today think about employees, where the change as an initial step in addressing the challenges of human capital. Talent management issues are becoming increasingly significant in a far wider range, not only for the private sector but also how it affected the public sector. The review of the literature revealed that the amount of research that has gone into talent management could be categorised in the following order: North America and Europe, Asia, Africa, and the Middle East at the bottom. From the above extant literature, it is evident that very little research has gone into talent management in the Middle East. Therefore, a gap has been identified, which provides an opportunity to conduct more research in talent management in the Middle East. This research will attempt to fill this gap by contributing to the body of knowledge in exploring the effect of talent management developments in Saudi Healthcare Sector. This study adopted a qualitative approach using a case study. Interviews will be conducted with a target of 80 respondents in Saudi public hospitals using a semi-structured questionnaire to gain an in-depth understanding. The data collected will be analysed using thematic analysis. However, from the literature, it is suggestive that there is a positive impact of talent management in the public health care sector in the developed countries.

The Importance of Talent Management in a Changing Retail Business Banking Work Environment

“…According to Dayel, Debrah and Mulyata, (2020), there is a need for evolution of talent management theory and practice towards a more dynamic, systems-thinking orientation, acknowledging the interrelated nature of different talent management activities. One of the major challenge's businesses come across all over the world is to structure, retain and sustain talent.…”

“…Doing the business as well as to adapt to shifting demographics and diversified work forces, corporate world must strengthen their capabilities and revitalize their organisations (KPMG Report, 2020). According to Dayel et al, (2020), talent management is a mindset, a key component to effective succession planning and an attempt to make sure everyone at all levels work to the top of their potential. In other words, talent management is the science of using strategic HR to improve business value and make it possible for companies and organisations to reach their goals (Dayel et.al, 2020).…”

Instrumental Approach in Human Capital Management: A Conceptual Framework

“…Despite the growing recognition of the importance of qualified employees, the main challenge for the organization is the shortage of managerial and professional talents. Talent shortage is a fundamental obstacle for many companies to implement their global strategies (Dayel, Debrah, & Mulyata, 2020). Therefore, in HCM, talent management cannot be abandoned as it complements human resource and competence management functions.…”

“…Talent management in an organization can be based on one of two approaches: holistic (inclusive) or narrow (exclusive). Therefore, either all employees are treated as talents, or only selected ones, and it is for them that talent management initiatives are undertaken (Dayel et al, 2020). However, talented people who are not employees of the organization can also be involved.…”

Testing Effects of Job Satisfaction and OCBs on the Relationship between Talent Management and Talented Employee Turnover for Sustainable Human Resource Development in Healthcare

“…Consequently, the red-hot economy like Nigeria's demands that the health sector explores and outlines sustainable practises through which talented workforce must be identified, developed and retained (Mulyata, 2020;Salau et al, 2018). Therefore, the national health system needs sound management policies and practises that improve coordination of outcomes of talented health workers (Medic West Africa, 2019).…”