Skill Mapping, Talent Pool Management and Organisational Development: Evidence from Professional Bodies in Nigeria

Matthew Adekunle Abioro; Jayeola Olabisi; Isaac Oladepo Onigbinde; Adedolapo Mercy Adedeji

doi:10.2478/eb-2020-0004

Skill Mapping, Talent Pool Management and Organisational Development: Evidence from Professional Bodies in Nigeria

Authors

Matthew Adekunle Abioro Federal University of Agriculture https://orcid.org/0000-0003-2185-1085
Jayeola Olabisi Federal University of Agriculture https://orcid.org/0000-0002-5390-0307
Isaac Oladepo Onigbinde McPherson University
Adedolapo Mercy Adedeji Federal University of Agriculture

DOI:

https://doi.org/10.2478/eb-2020-0004

Keywords:

Employee engagement, Job rotation, Skill mapping, Succession planning, Talent pool management

Abstract

The study examined the influence of skill mapping and talent pool management on organisational development in Nigeria. The study adopted a survey research and the study population comprised three thousand (3000) active members of Chartered Institute of Personnel Management (CIPM) in Nigeria as at 2019. A research instrument, well structured, titled “Skill mapping, talent pool management and organisational development” was used to collect data from a sample size of 353 members randomly selected from the population. Descriptive and inferential statistics were adopted to analyse the formulated hypotheses. The result of the study showed a positive effect of employee engagement on organisational development (R2 = 0.664, P = 0.000); and a significant effect of succession planning on organisational development (R2 = 0.781, P = 0.000). There was also a significant effect of job rotation on organisational development (R2 = 0.392, P = 0.000). The study concluded that skill mapping and talent pool management (in terms of properly matching tasks with personnel) played a significant role in the development of an organisation. Therefore, the study recommended that human resource managers at every organisation should strive to keenly match employee with tasks where they were more skilful and talented, as failure to do this, might result in employees’ inefficiency and turnover.

References

Aradhna, Y. (2017). Competency mapping for effective growth in retails, Journal of Business Theory and Practice, 5(1), 1–8. https://doi.org/10.22158/jbtp.v5n1p1

Bakker, R. T., & Xu, H. I. (2011). Employee engagement: A literature review. International Journal of Human Resource Studies, 9(1), 63–80. https://doi.org/10.2478/ijme-2018-0018

Celia, B. R., & Karthick, M. (2010). Employee development through competency mapping: A way ahead for organizational growth. International Journal in Management and Social Science, 4(6), 260–270.

Chandan, M. (2015). Need for competency mapping scale to map the competencies of university teaching personnel, Journal of Management Research and Analysis, 2(4), 273–276. https://doi.org/10.5958/2394-2770.2015.00005.8

Deepti, S., Sachin, S., & Kalpana, S. (2017). Applying competency mapping in information technology sector. Journal of Business and Management, 3(7), 23–34.

Dehkordy, H. I. (2014). Study of factors affecting on talent management among Bank’s employees in Shahrekord. International Journal of Scientific Research, 8(2), 1–10.

Draganidis, O., & Mentzas. A. (2006). Competency based management; a review of systems and approaches. Information Management & Computer Security, 14(1), 51–64. https://doi.org/10.1108/09685220610648373

Dunford, B. B. Snell, S. A., & Wright, P. M. (2001). Human Resources and the Resource Based View of the Firm, CAHRS Working Paper 01–03, 2001.

Gallardo, G. A. (2013). Talent measurement: A holistic model and routes forward. Journal of Human Resource Management, 23(5), 290–300. https://doi.org/10.4102/sajhrm.v16i0.990

Garavan, T. N., Carbery, N., & Rock, A. (2011). Mapping talent development: definition, scope and architecture. European Journal of Training and Development, 36(1), 6–18. https://doi.org/10.1108/03090591211192601

Genty, K. I. (2019). Training transfer: a moderator of entrepreneurial performance determinants. Economics and Business, 33(1), 69–81. https://doi.org/10.2478/eb-2019-0005

Gilbert, T. F. (2012). Human Competence, Silver Spring, MD: International Society for Performance Improvement. Journal of Human Resource Management, 34(9), 167–170.

Jayaraman, S. Parvaiz, T., & Ahmad, F. (2018). Integrated talent management scale: Construction and initial validation. SAGE Open, 44(1), 1–12. https://doi.org/10.1177/2158244018780965

Kaur, J., & Kumar, V. (2013). Examining the impact of competency mapping in, organization. International Journal of Education and Research, 1(1), 15–21.

Krishnaveni, J. (2013). A study on mapping of employee’s competency. Indian Journal of Economics and Development, 1(3), 71–75.

Masri, N. E., & Suliman, A. (2019). Talent management, employee recognition and performance in the research institutions, Journal of Economics and Business,14(1), 127–140. https://doi.org/10.2478/sbe-2019-0010

Mattone, J., & Xavier, L. (2013). Talent Leadership: A Proven Method for Identifying and Developing High-Potential Employees, AMACOM.

Maura, S. (2011). Mapping talent development: definition, scope and architecture, European Journal of Training and Development, 36(1), 6–18.

Mensah, J. K. Bawole, J. N., & Wedchayanon, N. (2016). Unlocking the “black box” in the talent management employee performance: relationship: evidence from Ghana. Journal of Management Research Review, 39(12), 1546–1566. https://doi.org/10.1108/MRR-08-2015-0190

Mensah, J. K. (2015). A “coalesced framework” of talent management and employee performance: For further research and practice. International Journal of Productivity and Performance Management, 64(4), 544–566. https://doi.org/10.1108/IJPPM-07-2014-0100

Nair, P. J. (2012). Is talent management accentuated by competency mapping?: With Special Reference to Educational Sector. International Journal of Social Sciences & Interdisciplinary Research, 1(11), 132–147.

Oladapo, V. (2014). The impact of talent management on retention. Journal of Business Studies Quarterly, 5(3), 19–36.

Seniwoliba, A. J. (2015). Succession planning: Preparing the next generation workforce for the University for Development Studies. Research Journal of Educational Studies and Review, 1(1), 2–10.

Sheokand, S., & Verma. A. (2015). Talent Management: A Bird‟s Eye View. International Research Journal of Social Sciences, 4(2), 52–58.

Smithesh, G., & Shameem, A. (2018). A study on competency mapping and its impact on deliverables with respect to the reality sector. International Journal of Civil Engineering and Technology, 9(1), 179–190.

Soundara, R., & Ananda, K. (2016). Competency Mapping Analysis: A Study Conducted in Specific Package Industry at Puducherry State of India. European Journal of Business and Management, 7(19), 147–157.

Sparrow, P. R., & Makram, H. (2015). What is the value of talent management? Building value-driven processes within a talent management architecture. Human Resource Management Review, 25(3), 249–263. https://doi.org/10.1016/j.hrmr.2015.04.002

Tatoglu, E. Glaister, A.J., & Demirbag, M. (2016). Talent management motives and practices in an emerging market: A comparison between MNEs and local firms. Journal of World Business, 51(2), 278–293. https://doi.org/10.1016/j.jwb.2015.11.001

Tetik, S. (2016). Talent management: A review of theoretical perspectives and a guideline for practitioner. Nile Journal of Business and Economics, 4(1), 40–56. https://doi.org/10.20321/nilejbe.v2i4.77

Thomas, N. G., Carbery, R., & Rock, A. (2011). Mapping talent development: Definition, scope and architecture, European Journal of Training and Development, 36(1), 5–24, Emerald Group Publishing Limited. https://doi.org/10.1108/03090591211192601

Yamane, T. (1967). Statistics, an introductory analysis, 2nd ed. New York: Harper and Row.