Factors perceived to influence talent management practices in the mobile phone Sector in Kenya
Talent management is critical because it is the role of a strong human resource management to manage everyone to high performance and competitive advantage of the firm. The general objective of this study was to establish the factors perceived to influence talent management practices in the mobile sector in Kenya. This study adopted a descriptive cross sectional survey research design. The target population for this study consisted of all known sector players duly registered by Communications Authority of Kenya. A census survey was carried out on all the 12 mobile sector companies in Kenya. Primary data from a questionnaire was exclusively be used in this research. This study collected was qualitative data. After data collection the data was edited and coded in readiness for analysis by the researcher. Descriptive statistics such as mean, standard deviation and percentages were used for analysis. Data was presented in the form of tables. The findings indicate that aspects such as the organization is clear in prioritizing and evolving talent management offerings, the talent management practice adopted by the organization aligns the workforce so that employees understand how their goals connect to and support overall organizational goals and the organization actively engages the core components of talent management performance, compensation, and learning management; succession planning; and active collaboration with the social networking resources apply to their organization. The study concludes that talent management is seen as a group of efforts by the human resources. Others see talent management as a process of seeking and hiring talent, while some regard talent management as a term for handling skills and talents in an organization. A successful organization is well reflected by the way their talents are being managed. Thus, organizations need to spend time and money to plan how they can best protect them. It is recommended that firms need to strive to implement and achieve quality talent management practices because this presents guidelines intended to increase business efficiency and customer satisfaction. It is recommended that talent management scheme should be used for all categories of staff within the firm that have special talent, firms should separate between their talent management scheme and the total human recourses management style of the firm and talent management practices should be result oriented and not another human resources management style without result in focus. The government in the developing nations especially should take the issue of talent management practices very important in their economics policy from time to time; a pure capitalist economy must be practiced with caution.