Developing and implementing an insourcing talent framework for selected departments in Gauteng South Africa

Abstract

Insourcing talent as a countermand before outsourcing decisions is gradually becoming widespread among departments and a strategic and operational priority, especially for public sector institutions in South Africa and the rest of the world. The need for an insourcing talent framework is also triggered by a need to align and integrate sourcing talent practices within the public sector in South Africa. Furthermore, limited studies have been performed on the adoption and implementation of insourcing talent. The overarching objectives of the study were to develop an insourcing talent framework for selected departments in the Gauteng province of South Africa and suggest implementation strategies to assist selected departments in transitioning from outsourcing to insourcing seamlessly. The lack of studies on the entire insourcing talent processes and procedures within Gauteng provincial selected departments, despite researchers having explored some of the aspects of insourcing, motivated this study. The study considered an interpretive qualitative research design suitable and adopted to investigate the research problem and provide deep insights into the insourcing talent phenomenon. The research problem was that there is no insourcing talent framework for selected departments to assist in adopting and implementing an insourcing talent program. Therefore, this study aimed to develop an insourcing talent framework for the Gauteng Province government, mainly selected departments. Semi-structured interviews (24 participants) were used as the primary data collection method for this multiple case study design and were supplemented by reviewing relevant documents. The purposive sample, considered representative, was drawn from five selected departments, support departments, and institutions responsible for assurance, monitoring, evaluation and oversight with the Gauteng provincial government. The data collected through qualitative semi-structured interviews was analysed using the thematic analytical deduction method. The analytical lens focused on three applicable insourcing theories: transactions cost economies, resource-based theory, and core competence theory. Five themes emerged from the raw data collected: the state of insourcing talent, insourcing talent practices, drivers of insourcing talent, barriers of insourcing talent, key success factors, stakeholders, and implementation model of insourcing talent. The research has mapped out several findings, including challenges hampering the adoption and implementation of insourcing talent in the selected departments. The key challenges iv are a lack of insourcing talent framework for the sector, inadequate financial and nonfinancial resources, lack of comprehensive insourcing talent implementation plan, insufficient oversight, and talent management issues. With each of the challenges mentioned above, an insourcing talent framework is proposed to address the challenges facing selected departments. The framework is mainly targeted for application and implementation at the provincial department level, including its entities. The framework covers the pre-engagement, planning, execution, implementation, and aftercare processes, strongly emphasising inclusive stakeholder participation. Furthermore, role players were identified, and their roles in insourcing talent management were clarified. The study contributed to the academic body of knowledge by developing an insourcing talent framework for selected departments in Gauteng Province of South Africa. It brought to light the macro and micro aspects of insourcing talent in the public sector, which is essential for the successful implementation of insourcing talent. The expected outcomes of the framework are an improved service delivery, internal talent retention, reduced outsourcing expenditure, greater alignment with NDP Outcome 12, and enhanced institutional capacity and accountability.