Exploring talent management strategies for skilled professionals in a conservation state owned enterprise, North West Province

Abstract

The study investigated the talent management practices employed at a conservation-focused SOE in the North West Province to attract, develop, and retain skilled professionals. Anchored on an exploratory qualitative research design within an interpretivist paradigm, the study aimed at understanding the lived experiences of employees and HR practitioners. Data were gathered from nine purposively selected participants using semi-structured interviews. The data were analysed using the approach to thematic analysis, which includes open, axial, and selective coding, with support from Microsoft Excel in organising, categorising, and comparing responses systematically. This analytical process yielded four main themes and a set of clearly defined sub-themes that reflect the organisational dynamics shaping talent management within the SOE. The findings indicated that while there were various talent management practices in the organisation, including recruitment initiatives, development programs, and performance management systems, their effectiveness was often hindered by contextual and structural barriers. These obstacles entailed uncompetitive remuneration, limited career advancement opportunities, inadequate resources, bureaucratic delays, and constraints stemming from governance. The aforementioned four factors together negatively impacted employee engagement, job satisfaction, and retention. The findings of this study suggest that effective talent management for conservation SOEs requires enhanced strategic alignment, leadership capability, modern HR systems, and a superior employee value proposition-one that takes into consideration the unique demands and challenges of conservation work. This includes strengthening career development paths, enhancing non-financial incentives, entrenching a performance-based culture at the organisational level, and embracing data-informed human resources planning. Improvement in these areas is necessary for workforce stability, operational efficiency, and long-term organisational sustainability.