The effect of talent management on business success in Nigeria’s telecoms sector

Summary giving focus is a key altercate for systems in the current economic climate and, in quiticular, when it comes to a combat-ready industry within an emerge market. With this in mind, the interrogation proposed here spirits at the role of gift watchfulness in gaining business physical composition success, with specific extension service to Etisalat, a growing telecoms company within the Nigerian economy.IntroductionIn emerging economies, such as Nigeria, there is a invite to pick out the strategy for growth within constitutions, both national and multinational. This raises several questions, in terms of business strategy and specifically requires the contemplation of whether or non natural endowment management should be the central theme for this discussion. As fracture of this search the key themes give be to look at talents management in the context of how this aligns with busienss success and hence beyond that how it whole kit and caboodle within the emerging economies. .Motivation for the queryDetermining the level of brilliance of talent management and the way in which it is best incorporated into the wider business strategy is of key importance to Etisalat and the technological industry, in general, but alike potentially has an impact on the other industries looking to enter an emerging market and aiming to bristle and utilise home gr hold talent, as advantageously as identifying how talent faecal matter be encouraged to join and develop the region. This is a dynamic region and is currently in an appropriate spirit level for investigate to be underinterpreted as to how to develop this, in the future.Rationale for the ResearchCountries, such as Nigeria, argon under an ongoing pressure to interpret a region of growth for both their own national companies and for multinational organisations looking to refer the most of developing regions that may offer a strategic advantage, in the long ru. (Newman, 2001). This in vestigate offers value to the current organisation and any other company looking to going into the region. Where such phylogeny is likely, the question here entrust provide strong guidelines which can be used for the future.Scope and Limitation of the ResearchThis inquiry forget look specifically at the issue of talent management within a large telecoms company in Nigeria which is, in itself, a limitation on the research, as the telecoms industry is dynamic and constantly changing. Therefore, although this provides a good cranial orbit of research currently, it needs to be borne in mind that this is likely to mixture over time and also when moving from industry to industry. Furthermore, different countries depart have slightly different dynamics, which will need to be interpreted into consideration when looking at research atomic number 18as for the future.Research Questions / Hypotheses and ObjectivesThe overall research hypotheses aim to prove, or indeed disprove, the lin k mingled with early bridal of talent management within the organisation and ultimate business success. It is suggested, at the outset, that there is a direct link between the ability of an organisation to expand successfully and the concerted approach to talent management that is taken by the management team, at the outset.The objective is to identify whether this is indeed a substantial link and, if so, what specific management practices are effective and which are non. Literature ReviewThe concept of talent management has been hale record across a variety of different jurisdictions, including the UK. giving management is referred by the CIPD (2010) as being initiatives and strategies to harness the unique talents of individual employees and convert their talent potential into optimum organisation performance.Although there are dual different definitions in relation to talent management, this is seen as being mavin of the leading definitions. Back in 2001, the concept of t alent management was establish by McKinse and Company 2001, who created the concept of the war on talent, which was then taken on by the CIPD, with the likes of the 2012 CIPD documentation, where talent was considered to be the qualities of those individuals who can make a difference to organisational performance either through their immediate contribution or, in the longer-term, by demonstrating the highest levels of potential.Bearing these principles in mind, the belles-lettres can then go to consider the role that this approach would take within the emerging market of Nigeria and with particular reference to the telecoms industry. For example, Etisalat created a strategy course of study that would span 2011 2016 called Engage, with the aim of inspiring staff and encouraging greater emphasis being placed on management and its ability to bring with the staff during a period of dynamic expansion (Etisalat, 2014).When looking specifically at the field of force of the telecoms industry, it is seen that Etisalat is one of the more pro-active talent management companies, with its own Academy providing learning and development opportunities for staff members in its central capitulum office, in Dubai. As well as creating learning opportunities, there are is also an argument that the company has gained success by looking at the greater brand loyalty from the staff, with the wider perception of what is meant by talent management and how this can link with the emerging markets and companies, such as Etisala (Etisalat, 2014). Gap in LiteratureA seeming gap in the literature which is to be dealt with as part of this research is that of discretion the role of traditional talent management will have on an emerging market and, in particular, the telecoms industry. Specific consideration needs to be given to the notion that there is likely to be an issue with the mobility of staff and the willingness of individuals to move either to or from the area, in rescript to sustain employment.Research MethodologyResearch designThe proposed research method is deductive in nature, involving sixfold different observations which ultimately provide an overall theory. In order to action this, it is necessary to undertake both special and secondary research, to gather a rounded understanding of both theory and then its practical application.Data SourcesFor the literature review, the information will be primarily gathered from journals and reports surrounding the area of talent management, as well as from direct information from Etisalat. It is expect that this information will be gathered from free sources, as well as subscribed online journals such as Emerald Insight. Primary research will look at the opinions of HR staff, as well as those survey to talent management within the workplace.Data Collection / Analysis TechniquesA total of one hundred individuals will be contacted through the use of questionnaires, to determine the use of talent management and the perceptions of talent management within the workplace. Of these 100 questionnaires, a nurture 10 one-to-one interviews will be undertaken, to supplement and further the understanding gained as part of the wider questionnaires. This is based on availability and time constraints, as well as the desire to obtain a balanced view, overall.Sampling TechniquesThe selected individuals will be a mixture of HR professionals and staff members who are targeted as part of the talent management process. This split is thought to be nearly 80 / 20 and will allow both sides of the action to be considered alongside each other and research then undertaken into whether or not the perceptions of the staff differ from the perceptions of the managers implementing these agendas.Practical ConsiderationsEthical considerationsA potential difficulty emerges with the primary research, in that it is asking employees about their perceptions of talent management within the organisation. This is because some individuals may be concerned that expressing honest opinions could have a negative impact on their own career progression. For this reason, as well as commercial confidentiality reasons, the entropy collected will be entirely anonymised and pass-worded, so that the answers cannot be right away linked to the individuals in question.Suggested Research TopicsThe overall topic is the link between talent management and business success however, there will be several sub areas of research that will also be considered as part of this for example, how can various initiatives impact on the role of talent management, the role of talent management from the point of view of recruitment, performance management and promotion. Consideration will also be given to the mobility of individuals within the emerging world and the political aspects that may be relevant.Project PlanThe research will take place over one academic form and 10 months of total work. This is broken down as follows mont h 1Background research and delineation of questions and areas of research Month 2Literature review and setting out the questionnaires for the primary research Month 3Literature review and sending out of primary research Month 4Collation of primary research and analysis Month 5Collation of primary research and analysis Month 6Review of literature based on findings of primary research Month 7Review of literature based on findings of primary research, conclusions and summary Month 8Conclusions and summary Month 9Writing of report Month 10Review and preparation of presentationThis is a reasonably flexible time frame, with recognition that there will need to be a consolidation time period at the end, to return key areas. Bibliography suggested initial bibliography (to be added to during the research)Bersin & Associates. (2012). New research finds UK talent acquirement spending rose six per cent in 2011. London Bersin & Associates. chartered Institute of Personnel and Development. (2006 ). Talent management understanding the dimensions. London CIPD. undertake Institute of Personnel and Development. (2010). The talent perspective what does it feel like to be talent-managedCIPD, London. Available http//www.cipd.co.uk/NR/rdonlyres/95D2D604 -36C6-450A-996A-01F45F0B17C5/0/5262_Talent_Perspective.pdf (Accessed 18/09/12)Chartered Institute of Personnel and Development. (2012). Talent management an overview, CIPD, London. Available http//www.cipd.co.uk/hr-resources/factsheets/talent-management-overview.aspx (Accessed 3/10/12)Cheese, P. (2008). The talent powered organisation strategies for globalisation, talent management and high performance. Cornwall MPG Books ltd.Etisalat (2014) Etisalat Strategu. Available at thttp//www.etisalat.com/en/ir/corporateinfo/etisalat-strategy.jspMcKinsey & Company. (2001). The war on talent, McKinsey & Company Inc, USA. Available http// autoassembly.mckinsey.com/html/downloads/articles/War_For_Talent.pdfNewman, E. (2012). What is the definit ion of CRMInside Talent Management Technology, Available at