Talent Management Practices at the Cape Coast Technical University in Ghana

Abstract

Descriptive design was used to examine talent management strategies at Cape Coast Technical University (CCTU) in Ghana. A census was conducted for all the employees (90) in the HR department of CCTU. Questionnaire was administered to respondents and data was analysed descriptively using frequency and percentages with the aid of SPSS version 25. Although staff of the HR offices were not sure whether PTMP is restricted to recruiting the right staff at the right time or not, the CCTU appears to have considered the appropriate processes in its talent management practices. Also, the CCTU has proper system of rewarding and promoting its talented individuals or staff to ensure team working spirit and higher performance through the use of base pay, provision of benefits to supplement cash compensation, provision of personal and professional growth opportunities to employees and the creation of positive work environment to retain key talent. Even though the CCTU does not accept the three key components of talent management strategies, CCTU has good and perhaps effective strategies in place to ensure a competitive positioning through recruitment, mentoring and performance management and retention strategies such as changing hiring practices, employer branding, employee engagement, and exit interview. Difficulty in training and development of talented staff, ineffective leadership and employee turnover were challenges confronted by CCTU in its talent management. This notwithstanding, job cut in talent recruitment was not a problem confronting the CCTU. It is recommended that management of CCTU should reconsider the view that the process of talent management is restricted to recruiting the right staff at the right time. Moreover, management of CCTU should factor in the three key components of talent management strategies in addition to the strategies already adopted.