Topic

Talent management and development on organization growth, a case of Tanzania Public Sector

Objectives

The main objective of this study is to assess the impact of talent management and development in
organization growth in the public sector of Tanzania.

Specific objectives

 To identify the gaps between talent management and organization growth in the public sector
of Tanzania.
 To create a talent management system for organization excellence
 To evaluate the reasons as to why the Public Sector of Tanzania is having the most talented
employees but still slugging behind as compared to their counterpart.
 To determine the strategies used to develop talent to enforce staff performance
 To develop a succession and retention plan to sustain organization excellence in public sector

Research questions

 How can gaps be identified in the public sectors and be retain

 How to create a talent management system for organization excellence?
 How can the evaluation be conducted and establish the way forward for public sector of
Tanzania to flourish or Harness its talents
 How to determine the strategies used to develop talent to enforce staff performance
 How to develop a succession and retention plan to sustain the organization excellence in the
public sector.

Statement of problem

For several years have been in deeper thought as public servant with experience of over ten years,that
the public sector of Tanzania is heavily endowed with talented employees in almost all spheres of life,
that is to say economically, socially, technological and innovation, politically and in legal persepectives,
however there has been big disparities between Publuc sector adb Pricate Sector when it comes to the
growth of the organization.

There countries which have greatly achieved to harness the talents from its labour force, such as
Singapore and Malaysia to the extent that the private sector have to study from the public Sector, but
when you look to my county Tanzania, its contrary despite the fact of the matter that Tanzania has so
many talents in the public sector and problem which are paid higher compared to the private Sector
forexamples to some Tanziania parastatalas such as Tanzania Ports authority,(TPA) Tanzania National
Parks, PANAPA Tanzania Petroleum Development Corporation(TPDC) among others are paying
their employees very well as opposed to most of private Sectors save those International
Organizations. Despite of the better pay and fridge benefit, stfill the management of talent to
harness the intended growth is not attained.

With this regard, the research is intended to find out the reason why this is so, the research
intendeds to see how can develop the talent management plan and retain the talents and
bring the intended results.
The Scope of the Study

The study investigated the relationship between talent management development and organizational
growth of public sector of Tanzania, It asses the variables: talent identification, talent nurturing, talent
development and Succession Plan. The population of the study encompassed the 100 public sectors of
Tanzania which will be presented by Human Resources Managers from each public sector, and this study
will be conducted between the month of May 2020 and September 2020.

Literature review

Thunnisen et al. (2013); Valverde, Scullion and Ryan (2013); Garrow and Hirsh (2008); Figiolini, Hofmann
and Kanjirath (2008) defined TM as a process, which includes a complete and interrelated set of
organizational activities such as identifying, selecting, developing and retaining the best employees as
well as building their potential for the most strategic positions, and assisting them in formulating the
best use of strengths in order to gain their engagement and contribution, which ultimately contribute to
organizational benefits.

These activities start with the identification of most suitable individuals and end with retaining them
(Silzer and Church, 2010; Lockwood, 2006).

Talent Development (TD): It is development of selected talent pools through talents management tools
such as on-the-job experience coupled with targeted educational/ learning opportunities (formal as well
as informal), cross-functional training, stretched assignments, challenging tasks, career development
and increased support through coaching and mentoring.

Talent Retention (TR): It can be controlled through performance based pay, training, challenging work,
intrinsic motivations, career development and giving benefits before demand.

Transforming the Public Service to Build

Our Future Singapore
From PS21 to Public Sector Transformation (PST)
From PS21 to the current Public Sector Transformation (PST) movement, our emphasis has
always been about keeping the Public Service relevant and agile in times of change.

The PS21 movement (1995-2011) saw the Public Service implement a range of programmes to
innovate public services, improve policies and better deliver services to citizens. Our PST efforts
since 2012 to strengthen service delivery and citizen engagement have borne fruit. To deal with
misdirected feedback or cross-agency issues, the “No Wrong Door” policy was introduced where
the officer receiving the feedback made sure that it was acted on and solutions found. The “First
Responder Protocol” ensured that the agency receiving the feedback coordinated the response so
that the citizen had only one Public Service touchpoint. The Municipal Services Office and
OneService app moved the Public Service from “No Wrong Door” to “just one door” These
efforts led to greater convenience, improved response time and better citizen engagement.

Stepping Up Transformation
The speed of change around the world is ever increasing. The Public Service faces an ageing
population and shrinking workforce, fiscal constraints, rising citizen expectations, and
technological disruption.

Hence, the Public Service has stepped up transformation efforts to build a future Singapore that
continues to be successful and vibrant. We want to think and act boldly to tackle challenges and
exploit new opportunities. We also know that citizens want to have a part in finding solutions,
and digital solutions can help improve productivity.

In the next few years, our transformation work will focus on:

1. Improving service delivery: We will redesign services involving many agencies to be

more customer-centric. One example is the Moments of Life project, which resulted in a
digital application launched in June 2018. Citizens now have seamless interactions with
the Public Service during key life moments, starting with families with young children.
2. Building a Digital Government as part of Singapore’s vision to be a Smart Nation: We
will better use data and new technologies, and drive broader efforts to build a digital
economy and digital society. The Digital Government Blueprint outlines how the
Government will reorganise itself to deliver public services better through the use of
technology.
3. Working with citizens closely: We will create more opportunities to partner with citizens,
businesses and non-government organisations to improve our policy-making. For
example in 2017, the Ministry of Health organised a Citizens’ Jury for the War on
Diabetes, mobilising citizens to discuss and make recommendations on how to better
manage and prevent diabetes as a nation.
4. Preparing every officer for the future: Every public officer will learn and reskill, and
adapt to changes. Every officer will pursue innovation and be open to new ways of
working. The Civil Service College has launched LEARN, a mobile platform to enable
officers to learn anytime, anywhere.
References

Chugh, S., and Bhatnagar, J. (2006). Talent management as high performance work practice: Emerging
strategic HRM dimension. Management and Labour Studies, 31(3), 228-253.