Analysing the Influence of Talent Management Strategies on Organisational Performance at Namibia Power Corporation

Talent management strategies have a huge impact on the productivity of employees in various organisations of which Namibia Power Corporation (Nam Power), Windhoek, Namibia is no exception. The locus of this study was to analyse the influence of talent management on organizational performance. The study aimed to analyse the impact of strategic talent management strategies on organisational performance at Nam Power, to determine the factors that hinder talent management in an organisation, and to design a model for the implementation of talent management programs that enhance organisational performance. The research philosophy underpinning this study is descriptive in nature and used to establish the association between the dependent and independent variables. Both quantitative and qualitative approaches were applied to collect the data. Some data was subjected to rigorous quantitative analysis through the use of questionnaires and managers were also interviewed to collect qualitative data. The collected data was analysed and synthesised using SPSS (Statistical Package of Social Science) software with multiple regression analysis. This software enabled the researcher to analyse data, visualize findings, and draw meaningful conclusions. The researcher used regression analysis to examine the relationship between the predictor variable and outcome. The data was analysed and displayed using bar graphs and pie charts in Microsoft Excel. The study revealed that the factors that hinder talent management in the organisation institution among others include a shortage of capacity building and professional development, absence of enthusiasm, and a shortage of professional development programs. It was recommended that to attract, develop, and maintain high-performing employees in the organisation, management should introduce increased salaries, create staff development programs, advocate for a clear communication channel between staff and leadership, and have a dynamic team of human resources professionals with competent HR systems and procedures. The study further recommends that for these programs to effectively yield good results, the organisation needs to design a talent management model that should include these components such as planning, attracting, developing, retaining, and transitioning.