Volume 8, Issue 1, January – 2023 International Journal of Innovative Science and Research Technology

ISSN No:-2456-2165

The South African Police Service in South Africa

Fails to Nurture Talent Development
Dr. John Motsamai Modise Dr. Kishore Raga
South African Police Service Professor Emeritus: Nelson Mandela University

Abstract:- The article investigates the problems faced by I. INTRODUCTION AND BACKGROUND
the South African Police Service regarding the acute
shortage and development of talent and why talent Organisations recognise that talent management (TM)
management has been not been introduced in the Police is important in ensuring a competitive advantage (Collings
Department. It examines the importance and benefits of and Mellahi, 2009; Fegley, 2006a; Gallardo-Gallardo, Dries
developing talent management programmes at the Police and González-Cruz, 2013; Goetsch, 2010; Khoreva, Vaiman
Department and demonstrates why the police needs and Van Zalk, 2017; McDonnell, Collings, Mellahi and
talent management to develop future leaders. It also Schuler, 2017; Vaiman, Scullion and Collings, 2012),
seeks to find out whether the Police are ready to however, they lament their TM efforts fail (Ashton and
implement a TM programme. The importance of Morton, 2005; Beechler and Woodward, 2009; Bersin,
developing talent management programmes in the police Houston and Kester, 2014; Collings, 2014, 2015). Several
service to develop and build a talent pool as a key human reasons are advanced for the ineffective TM efforts, ranging
resource. Secondly, discuss factor(s) that cause(s) the from skills shortages and the ‘war for talent’ (Frank,
poor implementation of talent management practices Finnegan and Taylor, 2004; Ewerlin, 2013; Hejase, Hejase,
within the police. Lastly, examine how the employees Mikdashi and Bazeih, 2016; Nilsson and Ellström, 2012;
perceive the influence of better talent management Vaiman et al. 2012). Talent management is a strategic,
practices in the police. It assesses the relevance of talent integrated approach to managing the career of an employee,
management and makes recommendations on how to from the moment of attraction to the institution
develop an integrated talent management programme, to (recruitment), through selecting the suitable candidate for a
achieve the mission objectives of the government. It position, employing the various phases of developing an
seeks to find out the challenges and obstacles that hinder employee, through the continuous motivation of an
the development of talent management within the South employee towards performance and actions to retain the
African Police Service Department in South Africa. The employee (Vermeulen, 2008:40).
following factors are also discussed. This research article
will contribute to the literature on talent management Davies and Davies (2010:419) underscore
practice and its influence on the sustainability of Vermeulen’s definition that talent management is the
organisational routine in the South African Police systematic attraction, identification, development,
Service in South Africa. This article offers a holistic engagement, retention and deployment of employees to the
approach to using and managing human potential most best of their abilities and capacities. Therefore, talent
efficiently and practically through talent management, management is a continuous process throughout an
notwithstanding the numerous problems and employee’s career; integrated with various Human Resource
institutional resource constraints. The findings of the Management (HRM) practices. In this study, the focus is on
article have practical implications as they help raise managing talented tutors/trainers (hereafter referred to as
awareness amongst the decision makers within the police academics) in the South African Police Service (hereafter
service of the need for developing talent management referred to as SAPS), with significant potential and of
capabilities. They will also make a valuable contribution particular value to the institution.
to knowledge through reviewing and expanding the
literature on talent management programmes, and II. THEORETICAL FRAMEWORK:
provide an opportunity for researchers to undertake INTEGRATED TALENT MANAGEMENT
further studies which could be useful for different FRAMEWORK
organisations wishing to develop talent management
programmes. The integrated Talent Management conceptual
framework, according to Amala and Aarulandu (2021),
Keywords:- Talent management, Police officials, Training displays the framework and resources required to recruit,
and development, Employees Turnover, Talent management use, develop and retain the top talent in each profession.
strategies, Talent Management programmes. This will aid organisations in making workforce-wide,
smarter, quicker, data-driven decisions. HR and the manager
collaborate throughout the talent management continuum to
manage the employee experience from hire to retirement or
transition. The researcher's model, which was built on the

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Volume 8, Issue 1, January – 2023 International Journal of Innovative Science and Research Technology
ISSN No:-2456-2165
talent management aspects with additional chosen factors, can be adapted for use in public sector organisations (Kumar
&Rajasekar,2013).

Fig 1 Integrated Talent Management Framework

Retrieved from: https:// www.valamis.com/hub/talent-management#talent-management

The Integrated Talent Management model will be discussed competencies which will help with its future business needs
below: (Hongal & Kinange, 2020). Many organisations
 Talent Strategy And Planning: discriminate between the benefits of utilizing modern talent
In its broadest sense, talent planning is a set of people acquisition technology and the chance to rationalize the
management tactics used by businesses to recruit and keep entire recruitment process (Hongal & Kinange, 2020). The
outstanding talent (Thunnissen & Buttiens, 2017). These development of employee value applications and manager
procedures, which aim to develop and preserve a high- adjustments are increasingly prioritized in these talent
performing workforce, are regularly modified to meet the management methods to retain and cultivate the best
demands and overarching goals of the particular personnel for the positions (Martin & Sinclair, 2019).
organisation. However, creating risk-reduction strategies
and company plans requires planning. This process will  Talent Performance Management:
assist the employer to have the right people in the right roles When implementing strategic goals, talent
to satisfy the expectations of the organisation; for this to management and performance management are used as
play out the organisation must, of course, have a talent tactical methods to enhance employee and organisational
planning strategy in place (Thunnissen & Buttiens, 2017). performance (Masri and Suliman, 2019). Organisations are
Given how frequently organisational requirements change, it urged to develop a talent culture that will allow staff
is essential to keep the personnel planning strategy closely members to support strategic goals and maintain talent
aligned with the current business objectives (Thunnisen & performance stability (Masale, 2020): in essence, clear roles,
Gallardo Gallardo, 2004). opportunities to utilize talents and participation in career
decisions are all necessary for talented employees to flourish
 Talent Acquisition: professionally (Lesenyeho, 2017). Furthermore,
The process of hiring talent has been well-defined as compensation, work-life balance, leadership and
talent acquisition (Stahl et al., 2012), and using a long-term management support, performance management and growth
strategy for hiring that is in line with the organisational and occupational health and safety are all important
objective (Hongal & Kinange, 2020) is important for each elements of talent management in the public sector (Alves et
institution. This process assists with identifying, attracting, al., 2020).
engaging, and retaining highly qualified personnel and
provides the foundation for the organisation's current

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Volume 8, Issue 1, January – 2023 International Journal of Innovative Science and Research Technology
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 Talent Development: might involve retraining and upskilling personnel in addition
The strategic direction of the organisation must be to other focused programs to get them ready for career
connected to talent development, which is a crucial growth. Talent development refers to efforts to find, nurture,
component of the talent management process (Lesenyeho, and elevate employees inside an organisation. Talent is
2017). It is believed that the employee will be happier and recognized as a crucial component of both local and global
more fulfilled when the talent development goals, including talent management (Alferaih et al., 2018). Organisations
transparent information, leadership development transform the talent they already have into the leaders they
programmes, mentorship and succession planning, benefit will need in the future through leadership development
the demands of both workers and organisations (Bidwell, (Dalayga and Baskaran, 2019). To encourage the growth of
2018). Given the rapidly changing environment, developing outstanding performances in certain occupational domains,
talent is a critical responsibility for public sector such as business, the visual and performing arts, health and
organisations (Boselie & Thunnissen, 2017). The talent education, technology, social behavioral sciences, and
resources of an organisation can be strengthened at all levels others, talent development involves the utilization of
of the organisation, according to experts, through informal specific resources (Javis, 2019). Talent must be developed
training, employee development, and communication with the appropriate instruction and growth to cultivate the
frameworks. An organisation will be viewed favourably if it required aptitude and capabilities (Li et al., 2018). The
displays a desire to help its people grow (Saurombe et al., leadership development sector, however, is in disarray. The
2017): consider, for example, the (numerous) encounters number of individuals providing training in the hard and soft
between a public worker and the general population. The skills needed by corporate managers has increased
soft talents that employers frequently seek out include (Moldoveanu & Narayandas, 2019), but regrettably, talent is
resilience, flexibility, empathy, responsibility, not necessarily retained.
communication skills, decision-making, teamwork, attitude,
time management, critical thinking, and interpersonal skills.  Talent Compensation:
Talent compensation, according to research, is quickly
 Succession Planning: evolving in terms of both compensation and benefits
In succession planning, there are various points of (Barkhuizen & Gumede, 2022). To keep those vital, talented
view, but they all have a similar basis. Although some individuals in the company, compensation is a crucial factor
regard succession planning as simply a process for choosing (Barkhuizen & Gumede, 2022). Promotion is less significant
the next leadership team (Siambi, 2022), the management than the importance of bonuses and incentive programmes
activity of succession planning, which focuses on personnel that managers have for the workforce. The ability to pay
planning, actually comprises locating, attracting, and well is crucial for luring and keeping talented people.
developing candidates for leadership and managing According to Holland and Scullion, (2019) attracting top
positions (Javis, 2019). Building a talent pool, succession personnel requires a compensation plan that includes high
planning and management are all viewed as continuing salary, perks, and variable pay. Motivation is necessary to
strategic tasks for a corporation to ensure that the company's keep employees on board since rewards other than a
mission is carried out in the case of changes in leadership competitive compensation package may tempt them not to
and/or in the workforce (OHCS, 2022). An organisation perform or to look for employment opportunities elsewhere
must plan for succession management, with replacement (Lazear, 2018). A company must provide a competitive
planning being less important than predicting future wage package to keep good personnel. The interaction
organisational demands (Siambi, 2022). Leadership between a situation and a person produces motivation. All
succession planning confirms that keeping the current parties, including unions and politicians, engage in
workforce is one of the most important issues businesses collective bargaining to determine wage and employee
face today. This is due to the impact that succession benefit programs in the public sector (Barkhuizen &
planning has on organisational performance (Siambi, 2022). Gumede, 2022).
An employee is impacted by effective succession planning
in a variety of ways including employee career  Employee Branding Strategy
development, compensation management, and retention rate Employee branding is defined as a worker's impact on
(Javis, 2019). The focus should be on career management a company's branding through their diligent work to create
and talent management as part of the succession planning long-term brand value (Chandrasekaran, 2020). Employee
framework, which should be adopted to retain staff branding can also be thought of as the concept of a
(Obiannuju et al., 2021). Promotions of talented individuals collection of financial, practical, and psychological benefits
should be deliberate decisions since succession planning that an organisation offers to its employees to create a clear
should always result in employee retention. management model to achieve the highest priority goals
while boosting productivity that will advance the hiring
 Leadership Development: process, foster greater employee loyalty, and lower the
Effective planning, efficiency, transparency, and turnover rate (Alves et al., 2020). Talent management
accountability are all essential components of excellent strategies like fair rewards and remuneration are the finest
public government (Moldoveanu & Narayandas, 2019). Due markers of an engaging business brand (Maura and
to its focus on identifying and retaining high-potential Agarwal, 2018).
people, talent management is typically perceived as a
component of talent development in the public sector. It

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 Talent Retention Practices performance. Talent management enables an organisation to
One of the key goals of good talent management meet its needs for flexibility, competitiveness, and
systems is employee talent retention, which is dependent on efficiency (Luna-Arocas & Morley, 2017). In most cases,
management, employment equity, equal opportunity, and talent management helps guarantee that employees optimize
managers' influence (Holland & Scullion, 2019). Along with their talents for the organisation’s success (Mahfoozi et al.,
other factors affecting job satisfaction and employee 2018). The concept of talent management can be traced back
retention, talent management must be taken into to a classical work by Kelly (1963) entitled “The Limit” in
consideration. Effective retention strategies typically start which they demonstrated how talent management was noted
with good hires leaving an organisation, but it is still unclear as the source of a bright future. Since then, public and
how companies keep their staff members (Pate & Scullion, commercial sectors have made talent management central to
2018). Retention becomes more difficult due to increased making sure that they acquire, advance, and retain the best-
mobility, remote working opportunities, the lack of long- talented workforces. The concept of talent management
term employment ties, and conventional psychological focuses on specifying the kind of skills required, building a
agreements (Scullion et al., 2020). Changing your talents diverse candidate pool, retention of employees, encouraging
might be expensive (Holland & Scullion, 2022). research and development, recruiting, and succession
planning (Anlesinya et al., 2019).
 Talent Management Assistance for Employees:
Talent management is essential to current industries Talent management practices depend on the
and is regarded as one of the central administration organisational capacity and culture leading to a variation in
functions in the workplace. Rinaldhy (2021) cited the the implementation (Kravariti, 2022). Finding talented
following main reimbursements that talent management can individuals is a challenge and is one of the decade’s key
offer: managerial concerns (Mtshali et al., 2018). Public sector
organisations face an increasing talent war, and some
 Fulfilling the workplace dream with the assistance of agonize over a chronic personnel deficit (Ogbari et al.,
effective and gifted individuals, 2018). However, public sector organisations' approaches to
 Assisting the organisation with a pool of gifted talent management are resolute in terms of how they define
individuals to encounter imminent needs, talent and how well they implement it (Gallardo-Gallardo et
 Making the workplace more modest yet advanced, al., 2020). Talent management assumes attracting,
 Paving the techniques for future leadership, developing and retaining a required talented workforce in a
 Improving onboarding experience, way that promotes gender equality. Ensuring the balanced
 Career advancement and providing more opportunities representation of female and male personnel is essential for
for improved skills. police services to be able to prevent, detect and investigate
 Such benefits make employees feel wanted and that crimes against women and men effectively.
experience leads the organisation to have improved
performance in reaching their goals. The mainstream talent management publications focus
on talent management in private sector companies and
 The measure of the Aspects and talent management: multinational corporations (Gallardo-Gallardo et al., 2020),
despite the rising interest in talent management in the
Most South African-based quantitative research
methodologies were located in Municipalities as opposed to theoretical literature over the past period (Glaster et al.,
2019, Gallardo-Gallardo et al., 2020).
the public sector (Tarique, 2021). The scant information the
researcher could obtain by combing existing databases
Talent management within the public sector provides
exposed the lack in the South African public sector in
particular of systematic literature and empirical studies on an interesting topic to be studied especially in the South
talent management. Specifically, the practice has not been African continent. According to Shabana (2017), the public
grounded in management theory (Tetik, 2017), nor has it sector background is complex because institutional
been evaluated or analyzed as a full system, leaving several mechanisms have a substantial impact. This indicates that
unresolved concerns. This implies that talent management as the organisational context must be considered when
an area of study is underdeveloped in the public sector, with researching talent management in the public sector. Some
studies on talent management have ignored contextual
researchers claiming a lack of theory and breadth (Shabana,
factors in the development of work relationships and human
2017).
resource management (Mahfoozi et al., 2018). Several
authors call for more research in various sectors and
III. TALENT MANAGEMENT
industries (Al Jawali et al., 2021, Anlesinya et al., 2019).
It appears that there is not a consistent definition of According to Shabana (2017), the number of research papers
on talent management has increased over the last decade
what talent management is globally, and even in South
Africa. Talent management plays a vital role in achieving (Filippus and Schultz, 2019). However, little theoretical
organisational excellence (Shashi. et al., 2020). Talent growth in the field had been observed, other than challenges
management or human capital management is a set of around the concept's definition (Shabana, 2017).
business practices that manage the planning, acquisition,
development, retention and growth of talent so that the
organization can achieve business goals by optimizing

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Consequently, even though private sector business and However, in the relevant literature, different
consultancy firms have made talent management a strategic perceptions and insights into talent management can be
priority, there seems to be a need for an academic found. According to Iles et al. (2010) and Capelli (2008),
contribution to the theoretical frameworks within a South there are at least three different ways of understanding talent
African public sector perspective. Furthermore, it appears management. Firstly, some authors are viewing it as a
that there is no connection between talent management rebranding term of HRM with a strategic focus on all HRM
practices and the public sector's overall organisational activities. Secondly, talent management is often understood
performance (Boselie et al., 2021), and there is also a lack of as focused only on talented people - a talent pool, both
succession planning, skills assessments, or organisational internally and externally to the organization, by using HRM
cultures that support talent management (Kaleem, 2019). instruments. Finally, talent management may be viewed as
Tariq et al., (2013) assert that South African public service focused on talent flows - management of talent progression
departments struggle to retain qualified workers because the within an organization rather than on the talent pool. Talent
workers leave for better-paying private sector corporate management has been perceived as part of human resource
organisations. Mtshali et al. (2018) state that the South management strategies, where it consists of the
African public sector continues to lose informed, capable implementation of integrated strategies that are executed to
and experienced individuals, as well as senior managers improve and sustain the organizational performance by
with relevant expertise in important positions. There has improving procedures for attracting, retaining, developing,
been a significant staff turnover at the level of senior and profiting from individuals with the necessary
managers including director generals over the past decade qualifications and skills to achieve present and future
(Shabana, 2017; Shava and Doorgapersad, 2021). This has business requirements (Cheese, Thomas, & Craig, 2007).
had a substantial impact on service delivery as institutional Talent is a superpower with the ability to accomplish much
memory is lost, resulting in service delivery failure. or act in physical, mental, legal, moral, and financial ways
However, there hasn't been much research conducted on the (Bhambani and Saniy, 2017). Bhambani and Saniy (2017)
methods of personnel administration used in the South describe the challenge that organisations face today as they
African public sector. compete to find and keep outstanding individuals. The act,
method, or practice of managing, handling, supervising, and
Talent management is an input-output process: it controlling, personnel to achieve organisational goals is
involves activities such as attracting, onboarding, engaging, referred to as management. As implied by the term talent
developing, and retaining talent (Thunnissen, Boselie & management, the idea goes beyond simply selecting the best
Fruytier, 2013). Talent management is one of the most candidates at the right moment, but includes discovering
important aspects in any organisation, and it is that talent each person's unique and outstanding traits as well as
that may assist a company to thrive. As a strategic business fostering and developing those qualities to produce the
partner, the human resources department must prioritise unique desired results for that institution. Furthermore,
employee experience through talent management. It is according to Bhambani and Saniy (2017), while hiring the
something that can make a huge difference about retention, best talent available for the organisation at the right time
employee performance, value added to work and may be a major source of worry, keeping that talent
commitment (Kimani, Kara & Njagi, 2013). producing optimally while transitioning them into the
organisation's culture and further maximizing their potential,
IV. HISTORICAL OVERVIEW OF TALENT is an even bigger worry. An organisation that understands
DEVELOPMENT the notion of talent management well is likely to have an
advantage over competitors.
The introduction of the concept of talent management
is usually linked to McKinsey`s Report “The War for  Importance and benefits of talent management:
Talent” published in 1998. Since then, the concept of TM Talent management plays a crucial factor in many
has gained huge popularity among scholars and practitioners organisations in the hiring and retaining of key employees as
(Lewis & Heckman 2006; Cappelli, 2008; Iles Chuai, & well as having a degree of commitment among the staff
Preece, 2010; Collings & Mellahi 2009; Shen & Hall, 2009; (Rinaldhy, 2021). Talent management helps organisations to
Farndale, Scullion & Sparrow, 2010; Caplan, 2010; Joyce & change the future of the business by connecting human
Slocum, 2012; Stahl, Bjorkman, & Farndale, 2012; Al Ariss, resources and management initiatives (Hongal and Kinange,
Cascio & Paauwe, 2014; Claussen Grohsjean, Luger, & 2020). Furthermore, talent management supports the
Probst, 2014). Managing talents assumes ‘an organization’s workforce, enabling workers to identify their strengths and
efforts to systematically attract, identify, develop, and retain tailor their output to the establishment’s corporate identity,
skilled and valuable employees – talents`, either because of which will boost client satisfaction and business
their ‘high potential’ for the future or because they are performance will increase as a result (Hongal and Kinange,
fulfilling business/operation critical roles” (Campbell & 2020).
Smith, 2010:2). As such, talent management is concerned
with all the HRM processes, with a precise focus on the Talent management has a significant role to play in
attraction, development and retention of talents (Lewis & organisations in the first decade of the twenty-first century,
Heckman, 2006). and employers are increasingly becoming aware of how the
employment relationship is evolving. The advanced
economies' product base is transitioning from an industrial

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Volume 8, Issue 1, January – 2023 International Journal of Innovative Science and Research Technology
ISSN No:-2456-2165
one to a service-based one with a knowledge focus. The  Talent is a combination of knowledge, skills, and
current trends i.e. worldwide abundance, but the local abilities necessary for the business,
shortage of talent, have presented challenges to businesses.  The war for talent affects developed and developing
countries. In advanced countries, the shortage of talent is
 The following tendencies are the most widely discussed, made worse by a shift in demographics whereby the
according to Collings and Gallardo-Gallardo (2021): aging population is on the rise and the number of young
people is on the decline.
 There aren't many young people in corporate work and
many of the older employees are fast approaching Brewster and Cerdin (2014) point out that all
retirement. Depending on the national demographic organisations have a system for talent management whether
background, the order will change. by design or default. Talent management can be linked to
 Additional generational differences and parallels are the initiatives of talent management and how they ensure the
observed in the workplace. success of organisations. According to Massie (2015), talent
 The workforce is more diversified, remote and virtual identification and development in organizations continues to
than before and contains many different attitudes to be a significant strategic tool for organizations that want to
work. remain competitive. Massie (2015) argues that the main
 New working practices and new partnerships between objective of talent management is to optimise the
customers and suppliers are evolving. performance of the organization by creating a sustainable
and high-performing organization capable of meeting its
 Talent management benefits are the following for an strategic objectives and enjoying a competitive advantage
organization: over its competitors (see also Kaur, 2013). Brunila and
Yneller (2013) found that talent management practices that
 Talent is able to shape and enhance organizational value are centred on the organizational strategy have a
and performance substantially greater effect on promoting the company brand
 Talent is scarce, incomparable and unique whilst providing satisfactory client service. Companies with
 Talent is able to create and sustain competitive an attractive company brand become more attractive to the
advantage, employees who regard them as the employer of choice as
 Talent has innovative and creative potential, more talented employees want to be associated with such
organizations. These initiatives are illustrated in the figure
below.

Fig 2 Talent Management Initiatives

Source: https://lurnii.com/blog/what-is-talent-management-and-why-is-it-important

 Talent Management Theories: management (Gallardo-Gallardo et al., 2020). While HCT

Attracting and keeping employees has become a key emphasizes the need for organisations to capitalize on
component of contemporary human resources management. people who can be loyal to a single organisation or more
Several established ideas, including the resource-based view universal, the RBV summarises how talent management
(RBV), the human capital theory (HCT), and the practices can be associated with the business approach to
institutional theory (IT), are the foundation of talent reach maintainable benefits (Sarabi, 2019).

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Volume 8, Issue 1, January – 2023 International Journal of Innovative Science and Research Technology
ISSN No:-2456-2165
The HCT is the first theory to establish a link between perception also clarifies the alterations in personnel
increased productivity, ongoing competitive advantage, and management strategies amongst small, medium-sized, and
investments in an organisation's most valuable resource, its big organisations (Savarimuthu & Joth, 2018).
people. According to institutional theory, organisations are Notwithstanding this work, the current difficulty has been
under social pressure to adopt strategies and practices that the lack of study into HR administration, which has had an
are compatible with their institutional environment (Shashi effect on talent management practices in the public sector
et al., 2020) and to adhere to the laws, ordinances, and value and has left a significant breach in our thinking of how the
systems set out by that environment. As a result, the IT HR role frames the essential issues in talent management.

 Talent Management Process Model

Fig 3 Talent Management Process Model

Retrieved from: https://www.valamis.com/hub/talent-management#talent-management

The talent management process model in Figure  To devise a strategy for talent management as an
2 above includes the following elements: success planning, employee engagement strategy for transparent and open
performance management, employee planning, talent communication.
acquisition, career development, and employee  To develop and implement more employee recognition
compensation, all of which are typically discussed by programmes for top performers in consultation with
researchers. The employee branding strategy is typically left employees and leadership.
out of these discussions. The study will provide in-depth  To develop tailor-made leadership development
information about a framework for talent management that programmes because Pension Funds are a highly
consists of the number of parts divided into categories like specialised industry.
branding strategy, talent strategy, planning, talent  The police should conduct a Skills Audit to determine
acquisition, select talent, employee performance whether there is a critical skills gap.
management, training and development, succession planning  The police to appoint change agents, champions and
identifying, and total rewards. The framework that will be ambassadors made up of departmental management and
discussed is called Integrated talent management. leadership who will be responsible for talent pooling,
talent development and retention through recognition,
V. RECOMMENDATIONS WITH PRACTICAL job rotation, on-the-job training, e-learning
IMPLEMENTATION programmes, work-related tutorials, educational
courses, and internships.
 Talent is becoming a rare commodity in the Police  The future development of a talent management
Department, so it must be treated shrewdly to get the strategy needs to be holistic including the diverse needs
best possible results. At the moment a clear talent of the police. One of the key challenges when trying to
management strategy is missing in the SAPS. Several implement a talent management strategy in the police is
gaps and flaws exist in the organisation regarding translating complex and vague talent management
mechanisms for identifying, attracting, developing, and theories and approaches from the literature into a
retaining talent. strategy that has practical implications and is suitable
within the police organisational culture.

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ISSN No:-2456-2165
 Implementing a TM strategy is not forcing a fit, but practice to prevent voluntary turnover of police officials.
requires a fine balance of cultural tolerance, processes, Furthermore, the results of the article also emphasis the need
an adequate organisational structure and good to pay more attention to the talent management of different
management support. generations to ensure a sustainable workforce. This article
 TM strategy requires making appropriate investments also requires policing leaders to realise the critical role that
(select, train, develop, reward) and winning the war for they play in fostering a conducive work environment for
talent means primarily focusing on retaining existing police officials. A healthy work climate will translate itself
staff. into the service performance required from police officials
 Building loyalty and commitment through engagement to maintain law and order.
or participation in decision-making is the way forward
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