4. Electronic Theses and Dissertations (ETDs) - Faculties submissions
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Item The perceived impact of digital technology on talent management in the Banking Sector(University of the Witwatersrand, Johannesburg, 2024) Kubheka, Mduduzi; Gobind, JenikaThe purpose of the study was to explore how banks have used digital technologies to formulate talent strategies and manage talent that is agile and relevant to their businesses. The race for talent has become highly competitive as talent is one of the most critical resources required to win in today’s competitive market and technology in Talent Management (TM) is helping organisations manage talent effectively (Ghate, 2022). As business competition intensifies in banking, the need to attract, develop, and retain talent that is relevant to and agile for digital business is fundamental. This study investigated the impact of digital technologies in TM within the banking sector to add other studies that have already been conducted on TM for a digital business. The research questions formulated to investigate the impact of digital technologies in TM within the South African banking sector were 1) What digital technologies are used to manage talent? 2) How have these digital technologies been used to formulate TM strategies? What influence do digital technologies and TM strategies have on talent profiles. The conceptual framework developed a combination of theoretical frameworks being the Metcalfe’s Law theory and Talent Pipeline theory. Metcalfe’s law theory was chosen because it closely aligns with the more digital technologies are being used efficiently and effectively in managing talent the more value can be created for organisations. Talent Pipeline theory was chosen because it is the closest theory to cover the element of this study on talent identification, development, and retention. The data was collected from recorded online or face-to-face interviews by asking open-ended questions that are intended to elicit views and experiences. The profile of Participants were C-suite Executives, Managing Executives, and Senior Managers within the 5 largest South African banks. The C-Suite Executives are the owners of the Strategy formulation process and therefore are responsible for the digital technology and TM strategy. The Managing Executives are the implementers of the business strategy. Lastly, Senior Managers provided insights into their experiences as consumers of digital technologies and beneficiaries of iii the different TM processes. Included in the Senior Managers were those who had been recently hired and provided insights, specifically into the recruitment experience. 10 Participants participated in the study. The key findings from the study revealed that digital technologies such as Big data for talent analytics, Cloud computing, ERP systems, LMS, virtual classrooms, and social media are used to acquire, develop and retain talent. The study further highlighted that these digital technologies are used to digitalise employee profiling, recruitment, learning, performance management, succession planning, and understanding employee sentiments. This digitalisation resulted in better decisions making on appropriate retention strategies, learning and development activities, succession plans, engagement drivers, and career growth opportunities for employees