Perceived Effect Of Terms Of Employment On Satisfaction With Talent Management In Kcb Bank Ltd: A Case Study Of Contact Centre Employees

Abstract

Talent management is critical to the success of any organization as it helps to manage, retain and develop talented personalities at all levels. Banking sector is an environment that is viewed as full of volatility, uncertainty, complexity and ambiguity and the complexities are more with the different terms of employment for the employees. This calls for an immediate step in tapping the best talented professionals and developing leadership skills in such individuals. This study therefore was to assess the perceived effect of terms of employment on satisfaction with talent management in KCB bank LTD by focusing on both talent management and talent strategies to ensure maximum realization of the company’s objectives. Descriptive design framework which involved data collection with an aim to test theories and answer questions regarding the participants of the study was used for this research. The population was 137 employees of the Contact Centre and a census was most appropriate. This was done through questionnaire formulation based on the access to various services, remunerations, working conditions and the rationale for retaining different employees seeing that they also have different terms of employment. Data analysis was done using done using the SPSS Ver.20 software. Statistical measures such as frequencies, mean, standard deviations were used for quantitative analyses. The study found that the KCB Contact Centres strategy to retain talent was merely concrete. The employees felt that the Centre has not prioritized talent management as its strategic objective thereby making it difficult to spur innovativeness in the employees (M=2.79, SD=1.19). This is despite the Centre being able to attract employees who are competent and technologically savvy (M=1.63, SD=0.67) and therefore are well placed to deliver on their job roles. In general, the study revealed that employees of the KCB Contact Centre are satisfied with most talent management practices irrespective of their terms of employment. The converse though is that though they like working there, they are consistently looking for another (M=2.28, SD=1.04) and this could be due to the dissatisfaction with the rewards (M=3.59, SD=1.495) as well as lack of opportunities for growth (M=2.70, SD=1.327). This study has established that Learning and Development is a significant predictor of satisfaction amongst the employees of the Contact Centre which had the highest average mean (M=2.258, SD=1.016). Employees who do not feel that there are opportunities to grow in their work environment end up dissatisfied with their jobs making it difficult to retain them. The recommendation is that KCB Contact Centre should develop effective retention strategies that will make sure that the employees remain committed to the Organization. Given the fact that majority of the employees are below 35 years of age, there should be strategies in place to ensure that their roles are well defined and that the opportunities to grow are key. Young people tend to be greatly innovative and the environment should be conducive enough for innovation. It is also recommended that there be systematic ways of identifying employee's learning needs and providing a solution for the same. A systematic approach will ensure that there is correct diagnosis and the training interventions put in place are effective.