Managing Talent in the South African Public Service

Abstract

Given South Africa's social and economic development challenges, general human resources management (HRM) practices may not be adequate to address the challenges of transformation and executing the expected developmental role. A review of the literature and practices regarding the envisaged role of the Public Service in what is characterized as a developmental state is undertaken here, and the existing inadequacies with respect of attracting and retaining skilled employees are highlighted. The argument is offered that talent management should be adopted as a complementary HRM practice to achieve Public Service objectives. This is necessary in the context of a shortage of skills and the need to redress past racial biases in the Public Service.