International Conference on Technology and Business Management March 28-30, 2011

Talent Management Strategies of an International Bank in the Middle-East

Susan Abraham
susanabraham@scmsgroup.org
SCMS School of Technology and Management, Aluva

1. Introduction
Organizations are faced with challenges owing to global competition, fluctuating government policies, rapid
technological development and varying employment levels. All these have made organizations to look at various
sources of competitive advantage. Focus on cost and differentiated products/services have been the traditional
areas where firms had achieved competitive advantage. But, over the years, these sources are being gradually
replicates by competitors. Thus, managers have recognized a source of continuous competitive advantage –
Talent. Simultaneously, they have recognized some key workforce issues in the changing world scenario such
as:
 local scarcity of talent, but globally available
 an ageing workforce
 growing demand for new skills
 new work arrangements and career expectations.
 More diverse and distributed workforce
 Changes happening in the nature of work

These issues have forced business managers to develop systems that would ensure the right number of people
to do the right job at the right time. Traditional HR processes have been successful to some extent in ensuring
this, but a longer-term success can be ensured if systematic talent management is in place. At this juncture, it is
worthwhile to define Talent management.

2. Concepts
Talent Management
Talent management may be defined as the implementation of integrated strategies or systems designed to
improve processes for recruiting, developing and retaining people with the required skills and aptitude to meet
current and future organizational needs.
A closer examination of this definition brings out a meaning that talent management as a term and concept has
become synonymous with the HR functions such as workforce planning, recruitment, learning and development
and retention.
Talent management involves individual and organizational development in response to a changing and
complex operating environment. It includes the creation and maintenance of a supportive and people oriented
organization culture.
The focus of talent management is on people who can contribute to organizational goals. All employees work
towards achievement of organizational objectives. In the process every employee can pursue developmental
experiences that contribute to the business by proactively taking on new responsibilities or getting involved in
new activities. Such employees become an asset to the organization and can be termed as Talent.

Talent
Talent has been defined as those individuals who can make a difference to organizational performance, either
through their immediate contribution or in the longer term by demonstrating the highest level of potential.
The talent literature has described talent in many ways in many ways. A few researchers believe that top
executives in leadership positions are expressed as talent. There are others who have reported that employees at
lower, middle and top level who make exemplary contribution as talent. Some organizations have selected
certain high potential employees and grouped them as talent and forming various talent pools. research also have
been pointed out that such classification do make other employees not referred to as talent to experience less
motivation and less confidence.
With this short discussion on what is talent management and talent, it becomes clear that organizations who
adopt talent management has certain components:
 Ethos – talent mindset
 Focus – identifying key jobs and ensuring that right people are doing it at the right time.
 Positioning – the strategic importance given to talent management by top management.
 Structure – creating tools and processes and techniques with defined accountability.
 System – facilitating a long-term and holistic approach to generate change.
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Talent Management Strategy

A talent management strategy will improve organizational performance through better identifying, sourcing,
developing, rewarding, motivating and retaining the talent that keeps the firm ahead of competitors.
A talent management strategy helps in aligning talent management processes to corporate strategy. Talent
management strategy can be used as an inclusive approach to people development. Talent management strategy
ensures involvement of HR specialists, senior-level management, line managers and participants in the talent
management schemes.
Thus, the talent activities in talent management are:
 Attracting Talent: The ability to attract the right talent to the organization depends on how the
potential applicants view the organization and whether they share the same values of the organization.
An organisation’s ability to discover talent and attract greater diversity of talent is becoming the new
source of competitive advantage.
 Developing Talent: There needs to be appropriate learning and development interventions to help
employees in their career path. An organization can provide both formal and informal interventions
such as conventional training and development programmes to creative alternatives such as talent
coaching and mobility.
 Managing Talent: This requires creation of challenging work assignments, investments in leadership
and talent processes to retain the targeted employees. A performance culture needs to be established in
the organization.
 Tracking and Evaluating Talent Management: Continuous monitoring of the talent management
system ensures optimum utilization of talent in the organization. Proper deployment of human
resources ensures timely completion of tasks in the organization. Evaluation helps in ensuring a return
on investment from all talent management processes.

3. The Study Organization

The organization focused in the present study is an international bank located in the Middle-East. This bank is
one of the best banks in the region. It has over 3000 employees working in 10 countries with a diversity of 52
nationalities. It provides a range of banking and related financial services. The bank has won a number of
awards and recognitions for its Emiratisation programmes. Its distinguished programmes have also made the
Bank the nation’s employer of Choice. It has its own academy from where it gets trained people. It also offers
sponsored programmes for talented students. The academy has training programmes for the bank’s employees
aimed at developing varied competencies. Its HR activities are developed around these competencies to harness
the best from its employees. Along with these, the bank also provides a wide range of welfare measures to take
care of the employees’ family.

4. Need for the Study

Talent management is a source of competitive advantage for a successful organization. In this context, the
international bank located in the Middle-east wanted to know the employee’s opinion on the current talent
management strategies with a view to further streamline its people processes. The bank has people from diverse
cultures. It has a talent management system that has created talent pools for its diverse operations. Strategies
differed for each talent pool. Hence, it felt the need to know the impact of strategies employed in its domestic
banking operations.

5. Objectives of the Study

 To study the opinion of the employees regarding talent acquisition strategies of the bank.
 To identify the effect of talent development strategies on employees of the bank.
 To know the result of talent retention activities in the bank.

6. Research Methodology
The study is descriptive in nature as it attempts to know the employee’s opinion regarding the talent
management strategies of the bank. For the purpose of the study, a closed-end questionnaire was prepared with
questions on employee’s demographic profile and specific talent management initiatives. The questionnaire was
pretested with 10 employees in the Domestic Banking group to iron out procedural difficulties. Some of the
words were replaced by simple English words and the modified questionnaire was used for the main study. The
population of the study was 33 employees of the Domestic Banking group. All the 33 employees were covered
by the survey (census study). The questionnaires were personally distributed and the respondents were asked to
give their responses. The purpose of the survey was explained to the respondents to reduce bias in their

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responses. Secondary data regarding talent management and the bank were collected from journals and internet.
The primary data collected was analysed with percentages and presented using percentage tables.

7. Limitation
This study was done in the month of Ramadan and the respondents were busy. The respondents filled up the
questionnaire in between their busy schedule.

8. Review of Literature
Research done in the area of talent management reveals that management have focused on talent management
and understood that talent management aligned to business strategy gives better results to their organizations.
The following paragraphs highlight a few studies in talent management.
The global talent management practices were surveyed by Industrial Relations Counselors Inc in 2004. In their
findings, it was reported that assessment processes with open and frank discussions were the most effective
processes for identifying talent. It was also mentioned that many MNCs explicitly seek and encourage diverse
workforce in their talent pools.
In a study done by Brakely. H et al reported in 2004 found that talent management process is the number one
practice that improved workforce performance thereby improving business performance.
Deloitte’s Talent Management Strategies Survey in 2005 has reported that 43% of the companies surveyed
said that retention of key talent have the most impact on their business. Yet only 31% of the companies have
focused on this issue in their board meetings.
A study conducted by Tucker,E et al, in 2005 highlighted that factors such as flexible talent sourcing,
customized and personalized rewards, distributed and influential leadership, and unified and compassionate
workplace cultures will be important for successful talent management for the next generation.
According to a study, 40% of senior management considers Talent management to be a critical issue.
Organisations have started to focus on talent management due to changing competitive landscape requiring new
skills, knowledge and behaviour, and increased focus on customer satisfaction and retention. HR managers have
to support line managers by acting as a coach/trusted advisor through the talent management process (Towers
Perrin, 2005).
In a related study, it was reported that 53% of organizations have specific talent management initiatives in
place, out of which 76% consider talent management a top priority. In addition, 85% of HR professionals in
these companies work directly with the management to implement talent management strategies (SHRM’s
Talent Management Survey, 2006).
Attracting, engaging and retaining employees were a strategic business priority for HT leaders of large
employers in a variety of industries. This was the finding of a study conducted by Towers Perrin in 2007. The
report also said that through the performance management system the managers are held accountable for
employee retention and creating opportunities for high potential employees.
Kenexa Research Institute reported the findings of a study in 2007. The study examined workers’ views of
their organisation’s dedication to talent management and its effevt on employee engagement. The survey
included staff from Brazil, China, Germany, India, the United Kingdom and the United States of America. The
study reported that academicians and practitioners have found that talent management policies related to career
path programs, goal development and monitoring, feedback and tracking progress had a positive effect on
employee motivation, employees were more engaged, more satisfied with their jobs and more committed and
loyal to their organizations.
From the above paragraphs, it can be concluded that talent management is of strategic importance to an
organization in order to achieve competitive advantage.

9. Data Analysis and Interpretation

The primary data collected has been analysed and the results presented below.
For a better understanding of the opinions of respondents of the study, they have been classified into two basic
groups - nationals and expatriates. The analysis is presented below in three sub-sections – talent acquisition,
talent development and utilization and talent retention.

Talent Acquisition
In this subsection, the respondents have been subdivided into two groups – those who joined the current bank
with prior experience in banking jobs (with prior experience) and those who joined the current bank with work
experience in other business sectors (first-timers). The distribution of respondents is sown in the table below
(Table 1).

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Table 1 Table Showing Respondents having Prior Experience in Working in a Bank

Prior Experience in Working in a Bank Total
Respondents
No Percentage Yes Percentage Number Percentage
Nationals 17 77.3 5 22.7 22 100
Expats 4 36.4 7 63.6 11 100
Total 21 63.6 12 56.4 33 100
Source Primary Data

According to the table 1, majority of the respondents had prior banking job experience out of which 77% were
nationals and 37% were expats. Among the first-timers, 64% were expats and 23% nationals. The data supports
the efforts of the bank with achieving the targeted rate of emiratisation of 40% next year.

Table 2a Table Showing the Opinion of First-timer Respondents Regarding Work Experience in the Bank
Work Experience in the Bank Total
Respondents 1–2 2–5 5–10 > 10
Percentage Percentage Percentage Percentage Number Percentage
Years Years Years Years
Nationals 1 20 0 0 2 40 2 40 5 100
Expat 3 42.9 1 14.3 1 14.3 2 28.6 7 100
Total 4 8.3 1 8.3 3 25 4 33.3 12 100
Source Primary Data

Table 2b Table Showing the Opinion of Respondents with Prior Experience Regarding Work Experience in the Bank
Work Experience in the Bank Total
Respondents <1 1–2 Percentage 2–5 5–10 > 10
Percentage Percentage Percentage Percentage Number Percentage
Year Years Years Years Years
Nationals 2 11.8 3 17.6 2 11.8 3 17.6 7 41.2 17 100
Expat 0 0 0 0 1 25 2 50 1 25 4 100
Total 2 9.5 3 14.3 3 14.3 5 23.8 8 38.1 21 100
Source Primary Data

According to the first-timer respondents, the nationals have long years of service in the bank (40% each with
5-10 years and more than 10 years experience). The expatriate group had 1-2 years experience (43%) and more
than 10 years experience (29%). Among the group of respondents with prior experience, 41% of the nationals
were with the bank for more than 10 years and 59% of the expats had 5-10 years work experience in the bank.

Table 3 Table Showing Opinion of Respondents Regarding Reasons for Switching Jobs
Reasons for Switching Jobs
Total

Respondents Undesirable
Corporate Less Poor
Percentage Percentage Percentage Working Percentage
Style Salary Benefits Number Percentage
Environment

Nationals 1 5.9 8 47.1 7 41.2 1 5.9 17 100

Expat 0 0 2 50 0 0 2 50 4 100
Total 1 4.8 10 47.6 7 33.3 3 14.3 21 100
Source Primary Data

On asking those respondents who had switched jobs before joining the bank, Among the nationals, low salary
(47%) and poor benefits (41%) were the main reasons to switch over to the current bank. 50% each of the expat
group said that low salary and uncomfortable working environment were the main reasons switching jobs to the
current bank.
Among the respondents who switched jobs, majority of both national and expat respondents reported that they
switched rarely But 29% of nationals and 25% expatriates did change their jobs once in 2 years.

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Table 4 Table Showing Opinion of Respondents Regarding Frequency of Switching Jobs

Frequency of Switching Jobs Total
Respondents Once
3-6
in 2 Percentage Percentage Rarely percentage Number Percentage
Years
Years
Nationals 5 29.4 6 35.3 6 35.3 17 100
Expat 1 25 1 25 2 50 4 100
Total 6 28.6 7 33.6 8 38.1 21 100
Source Primary Data

Table 5a Table Showing the Opinion of Respondents with Prior Experience Regarding Media for Spreading Awareness
Media for Spreading Awareness Total
Respondents
Newspaper Percentage Internet Percentage Friends Percentage Others Percentage Number Percentage
Nationals 2 11.8 5 29.4 4 23.5 6 35.3 17 100
Expat 0 0 1 25 1 25 2 50 4 100
Total 2 9.5 6 28.6 5 23.8 8 38.1 21 100
Source Primary Data

Table 5b Table Showing the Opinion of First-timer Respondents Regarding Media for Spreading Awareness
Media for Spreading Awareness Total
Respondents
Newspaper Percentage Internet Percentage Friends Percentage Others Percentage Number Percentage
Nationals 1 20 3 60 1 20 0 0 5 100
Expat 0 0 4 57.1 1 14.3 2 28.6 7 100
Total 1 8.3 7 58.3 2 16.7 2 16.7 12 100
Source Primary Data

The bank was spreading awareness about itself through newspaper, internet, friends and family members of
employees. Respondents with prior experience reported that word of mouth publicity by the family members of
existing employees (35%) and internet (29%) were widely applied by the bank whereas the respondents in the
first-timer group reported the information of the bank was widely available on the internet.

Table 6a Table Showing the Opinion of Respondents with Prior Experience Regarding Factors that Attract Talent
Factors that Attract Talent
Respondents Flexible Excellent Total
Good Working
Infrastructure Salary Goodwill Working Training
Environment
Hours Programmes
Nationals 2 (11.8%) 9 (52.9%) 0 1 (5.9%) 3 (17.6%) 2 (11.8%) 17 (100%)
Expat 1 (25%) 1 (25%) 2 (50%) 0 0 0 4 (100%)
Total 3 (14.3%) 10 (47.6%) 2 (9.5%) 1 (4.8%) 3 (14.3%) 2 (9.5%) 21 (100%)
Source Primary Data

Table 6b Table Showing the Opinion of First-timer Respondents Regarding Factors that Attract Talent
Factors that Attract Talent
Respondents Flexible Good Working Total
Infrastructure Salary Goodwill
Working Hours Environment
Nationals 0 2 (40%) 0 1 (20%) 2 (40%) 5 (100%)
Expat 1 (14.3%) 3 (42.9%) 1 (14.3%) 1 (14.3%) 1 (14.3%) 7 (100%)
Total 1 (8.3%) 5 (41.7%) 1 (8.3%) 2 (16.7%) 3 (25%) 12 (100%)
Source Primary Data

The respondents with prior experience reported their opinion on factors that attract talent. Among the
nationals, salary (53%), good working environment (18%) and excellent training programmes (12%) were the
main factors attracting talent to the bank whereas expat respondents quoted salary (50%) as the main factor.

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Among the first-timer respondents, salary and good working environment were the main factors that attracted
talent to the bank.

Table 7a Table Showing Opinion of First-timer Respondents Regarding Selection Process

Selection Process Total
Respondents
Internal Percentage External Percentage Number Percentage
Nationals 1 20 4 80 5 100
Expat 0 0 7 100 7 100
Total 1 9.3 11 91.7 12 100
Source Primary Data

Table 7b Table Showing Opinion of Respondents with Prior Experience Regarding Selection Process
Selection Process Total
Respondents
Internal Percentage External Percentage Number Percentage
Nationals 12 70.6 5 29.4 17 100
Expat 1 25 3 75 4 100
Total 13 61.9 8 38.1 21 100
Source Primary Data

There was a difference in opinion when the two groups (first-timers and respondents with prior experience) on
the selection process they underwent. External selection process (through consultants) was applied for first-
timers (both nationals and expat). Internal selection process was applied to nationals in the prior experience
group and external selection process was applied to expats in the same group.

Table 8a Table Showing Opinion of Respondents with Prior Experience Regarding Selection Criteria during Interview
Selection Criteria During Interview Total
Respondents Communication
Qualification Percentage Percentage Experiences Percentage Number Percentage
Skill
Nationals 7 41.2 6 35.3 4 23.5 17 100
Expat 0 0 1 25 3 75 4 100
Total 7 33.3 7 33.3 7 33.3 21 100
Source Primary Data

Table 8b Table Showing Opinion of First-timer Respondents Regarding Selection Criteria during Interview
Selection Criteria During Interview Total
Respondents Communication
Qualification Percentage Percentage Experiences Percentage Number Percentage
Skill
Nationals 1 20 4 80 0 0 5 100
Expat 1 14.3 5 71.4 1 14.3 7 100
Total 2 16.7 9 75 1 8.3 12 100
Source Primary Data

Among the respondents with prior experience, qualification (41% nationals), communication skill (35%
nationals and 25% expats) and experience (23% nationals and 75% expats)) were the selection criteria during
interview. For the first-timers, experience in their previous jobs (80% nationals and 71% expats) was the most
important selection criteria.

Talent Development and Utilisation

Once employed, the respondents (with prior experience and first-timers) are considered as one and studied on
difference in nationality in this subsection.
On the question of satisfaction with placement, nationals (54%) were satisfied that they were rightly placed
based on their work experience whereas an equal percentage of expats were satisfied (36%) and not satisfied
(36%) respectively with their current job placement... This was due to the fact that respondents who came fro
other business sectors were taking time to adjust to the working of the bank.

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Table 9 Table Showing the Satisfaction of the Respondents with Placement

Satisfaction with Placement Total
Respondents Partially Not
Satisfied Percentage Percentage Percentage Number Percentage
Satisfied Satisfied
Nationals 12 54.5 5 22.7 5 22.7 22 100
Expats 4 36.4 3 27.3 4 36.4 11 100
Total 16 48.5 8 24.2 9 27.3 33 100
Source Primary Data

Table 10 Table Showing the Opinion of the Respondents Regarding Challenging Job
Challenging Job Total
Respondents
Always Percentage Sometimes Percentage Never Percentage Total Percentage
Nationals 8 36.4 11 50.0 3 13.6 22 100
Expats 4 36.4 5 45.5 2 18.2 11 100
Total 12 36.4 16 48.5 5 15.2 33 100
Source Primary Data

The respondents were asked whether the jobs are adequately challenging to make use of their current skills
and capabilities. Most of the respondents in the nationals (50%) and expat (46%) groups opined that they have
moderately challenging jobs. Depending on the position/role of the respondent, the degree of challenge differed.
There were a sizeable number of respondents (36% each of nationals and expats) who had satisfaction with the
high degree of challenge in their job and they were also able to meet the requirements. This group is considered
as the ‘high potential’ employees in the organization.

Table 11 Table Showing Opinion of Respondents Regarding Availability of Necessary Skills

Possess Adequate Skills and Knowledge Total
Respondents
Always Percentage Sometimes Percentage Never Percentage Total Percentage
Nationals 3 13.6 17 77.3 2 9.1 22 100
Expats 4 36.4 5 45.5 2 18.2 11 100
Total 7 21.2 22 66.7 4 12.1 33 100
Source Primary Data

To cope up with the challenges in their jobs, the respondents were asked as to whether they had the necessary
skills and knowledge. Both the nationals (77%) and expat (46%) agreed that they had moderate level of skills
and knowledge required by their jobs. Among the two groups, the expats (36%) were more confident about their
knowledge and skills applied on their jobs. This finding supports the need for intensive training and
development efforts on the part of the organization.

Table 12 Table Showing the Opinion of the Respondents Regarding the Organizing of Training and Development Initiatives
Organizing of Training and Development Initiatives Total
Respondents Highly Moderately Highly
Percentage Percentage Percentage Number Percentage
Satisfied Satisfied Dissatisfied
Nationals 8 36.4 11 50.0 3 13.6 22 100
Expats 4 36.4 5 45.5 2 18.2 11 100
Total 12 36.4 16 48.5 5 15.2 33 100
Source Primary Data

As identified in the earlier paragraph, the respondents (50% nationals and 46% expats) were moderately
satisfied with the training and development initiatives of the bank towards skill development. A unique feature
of this study is that equal percentage of respondents (36% each nationals and expats) were highly satisfied with
the training and development efforts of the bank and they were able to transfer all learning to actual job.
As the training and development efforts taken by the bank was aimed at talent development and utilization, the
respondents were asked as to the extent to which they were able to apply that in their job and help the
organization in achieving its goals. The findings showed that an equal percentage (46%) of nationals and expat
respondents agreed that they are able to help the bank with better performance aided by the training programmes
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meant for skill enhancement and future development. An interesting finding is also that a large number of
respondents in both the groups (41% nationals and 36% expats) were not sure that training and development
programmes have any implication on their current job and were interested in having a discussion with the
concerned officers of the bank.

Table 13 Table Showing the Opinion of the Respondents Regarding Contribution to Organisational Goals
Contribute to Organisational Goals Total
Respondents Partially
Agree Percentage Percentage Disagree Percentage Number Percentage
Agree
Nationals 10 45.5 9 40.9 3 13.6 22 100
Expats 5 45.5 4 36.4 2 18.2 11 100
Total 15 45.5 13 39.4 5 15.2 33 100
Source Primary Data

Talent Retention

Table 14 Table Showing the Satisfaction of the Respondents with the Welfare and Retention Activities of the Bank
Satisfaction with Welfare and Retaining Activities Total
Respondents Partially Not
Satisfied Percentage Percentage Percentage Number Percentage
Satisfied Satisfied
Nationals 10 45.5 9 40.9 3 13.6 22 100
Expats 5 45.5 3 27.3 3 27.3 11 100
Total 15 45.5 12 36.4 6 18.2 33 100
Source Primary Data

The bank, through its personal effectiveness programmes was aiding the employees to achieve higher
performance in their current jobs. Similarly welfare activities were undertaken for all employees. Most of the
respondents (46%) in both the groups were satisfied with the welfare and retention measures. The bank’s
retention measures included family get-together, outdoor events, community dinner, healthcare facility,
educational facility for employees and child care facility.

Table 15 Table Showing the Opinion of the Respondent being Benefited by Working in the Bank
Benefited by Working in the Bank Total
Respondents
Always Percentage Sometimes Percentage Never Percentage Number Percentage
Nationals 2 9.1 17 77.3 3 13.6 22 100
Expats 4 36.4 5 45.5 2 18.2 11 100
Total 6 18.2 22 66.7 5 15.2 33 100
Source Primary Data

With all the encouragement and facilities provide by the bank to aid better job performance by the employees,
the respondents were asked whether they had benefited by working with the bank. The expat respondents (36%)
were more satisfied with the benefits of working with the bank. The respondents agreed that learning on the job,
new skill development, improvement in professional expertise were few of the benefits of working in the bank.
With an intention to retain its employees, the respondents were asked as to the measures that need to be taken
to stop job switching. Both the groups (36% of nationals and expats each) suggested the need to make the
performance appraisal more constructive and transparent. The other measures indicated were better
opportunities to career growth, better welfare facilities and chances of promotion based on merit.

Table 16 Table Showing the Opinion of the Respondents about the Retention Measures of the Management
Retention Measures to Prevent Switching of Jobs
Respondents Increase Better Positive More Total
Motivation Promotion
in Salary Opportunities Approach Facilities
Nationals 2 (9.1%) 7 (31.8%) 8 (36.4%) 1 (4.5%) 1 (4.5%) 3 (13.6%) 22 (100%)
Expats 2 (18.2%) 0 4 (36.4%) 0 4 (36.4%) 1 (9.1%) 11 (100%)
Total 4 (12.1) 7 (21.2%) 12 (36.4%) 1 (3%) 5 (15.2%) 4 (12.1%) 33 (100%)
Source Primary Data

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10. Findings
The present study was aimed to ascertain the opinions of respondents about the talent management strategies of
the bank. Regarding talent acquisition, low salary, poor benefits and uncomfortable working conditions were the
reasons for the respondents to switch jobs to the bank. Job switching was done rarely by the majority of the
respondents but there were a sizeable number did switch jobs once in 2 years. The bank spread awareness about
itself widely through internet and to some extent by word of mouth (employees’ family members). Salary, good
working environment and excellent training programmes were the factors attracting talent to the bank. The bank
acquired people with experience through outside consultants whereas first-timers to the bank went through the
internal selection process. While interviewing candidates for job vacancies, the experienced group was selected
on the basis of qualification and experience whereas the first-timers were considered on the relevant job
experience from other industries.
Most of the respondents were rightly placed on their jobs. These respondents had moderately challenging jobs
to perform in which a few were already successful. To cater to the skill requirements of their jobs, the bank was
providing training and development programmes. According to the respondents, these programmes were
moderately useful while working on the job.
Talent retention measures were satisfactory for the respondents. They have personally benefited by working
with the bank with the help of performance improvement measures. The respondents suggested more
transparency in performance appraisal as the main measure to be adopted to stop job switching.

11. Discussion
The study supports the management’s efforts in talent management of its employees. The bank aims at
competitive advantage through its employees. The same philosophy is shared by Accenture which says that
attracting and retaining talent is the third biggest concern of senior business executives, coming after only the
health of the global economy and worries of competition.
The process of talent management identifies high potential employees. The study supports this when the
respondents agreed from the time of selection process, experienced candidates are preferred. Both internal and
external selection processes are adopted to select the right candidates for the right job. Once the employees enter
the organization, they are provided the right jobs based on their profile.. The development function of the bank
concentrates on four competency areas such as business leadership, managing others, personal effectiveness and
professional and technical expertise. The performance appraisal system identifies performance gaps and
suggests training and development initiatives for individual employees. This is supported by the employees in
the survey when they said that their performance on the job could be rated as moderate and adequate training
interventions at the right time has helped in improved performance.
One of the talent management practices of the bank is career development planning and assessment for
promotion. Through these efforts, individual career path is shown to employees, which motivates them to work
hard. Assessment for promotion is done by the HR department using competencies. These efforts were
supported by the employees in the survey when they said that retention of good employees can be enhanced by
better promotions and better opportunities to learn and grow in the organization.
Overall, the employees are satisfied with the talent management process and initiatives of the bank as they
have benefited immensely by way of personal learning experiences, educational facility for interested
employees, leadership development for employees with potential and benefit of working with a bank with
goodwill.

12. Implications
The role of management is crucial to the talent management process in an organization. The optimal
development of talent provides satisfaction to employees. The selection criteria if based on competencies yield
the right candidate. Succession planning for top leaders should be supplemented with leadership development
and mentoring in order to ensure quality leaders for the future. Talent development initiatives have to be
evaluated to identify if these have created required talent pools.

13. Future Research

The present study has been done on employees of the domestic banking group. The same can be done with other
employees of the same bank. The talent management process for each technical/professional group can be
studied so that specific talent strategies can be framed.

14. Conclusion
In an organization, talent management ensures optimal utilization of employees. The study was aimed at
ascertaining employee’s opinion on the talent management strategies of an international bank located in the
Middle-East. The employees were satisfied with the talent management practices and were happy to be working
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with the bank. The study suggested that the talent management process has to concentrate on developing
competency based hiring practices and more transparent performance appraisal system to retain valued
employees. The framework of the present study may be applied for other professional groups in the bank so that
talent management strategies can be fine tuned for achieving better results.

15. References
1. Brent Davies, Barbara J. Davies, (2010) "Talent management in academies", International Journal of
Educational Management, Vol. 24 Iss: 5, pp.418 – 426.
2. Carlton D. Becker, Michael R. Fineman, Robert J. Freedman, Industrial Relations Counselors Inc,
(Winter 2004), Best Practices in Talent Management from a Study of American and European
Multinationals.
3. Brakeley, H., Cheese, P., and Clinton, D (2004), The high-performance workforce study 2004.
4. Deloitte, (2005), 2005 Talent Management Strategies Survey.
5. Lockwood, Nancy R., (2006), Talent Management: Driver for organizational success, SHRM Research.
6. Towers Perrin, (2005), Talent Management: The state of the Art, A TP Track Research Report.
7. Towers Perrin, (2007), Boost business results by creating a great workplace.
8. Tucker, E., Kao, T., and Verma, N (2005), Next-generation talent management: Insights on how
workforce needs are changing the face of talent management.
9. Kenexa Research Institute, (2007), Work Trends Survey.

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