Research studies have reported that many organisations are challenged with the ability to retain talent. Against this background, the purpose of this study was to investigate whether Absa Bank’s talent approach is succeeding in retaining critical talent. Talent management is undoubtedly one of the critical strategic imperatives facing business leaders today. The current war for talent and skills shortage has resulted in growing pressure to attract and retain talent in order to have a competitive advantage. The literature review in this study revealed that there is no “one size fits all” approach when it comes to talent management. The study emphasised the importance of having a talent strategy that focuses on unleashing and harnessing talent rather than just recruiting the best people in the market. The study further highlighted that organisations should clearly identify their own talent drivers, based on their unique organisational culture and business strategic imperatives. The key talent drivers discussed in this study include recruitment and selection, training and development, performance management, reward and recognition, diversity and culture, quality leadership and barriers to effective talent management. The study further argued the importance of having a compelling employee value proposition (EVP), in an attempt to attract and retain the best people. The target population for this study consisted of middle managers at Absa Bank, where the majority of key value roles, which are critical for retention lie. A sample of 100 respondents was randomly selected from the total population. The findings suggested that when an organisation has effective leadership, it is more likely to create a compelling EVP that is conducive to talent retention. Furthermore, the findings revealed that Absa is effective in applying certain talent strategies whilst other areas required more attention.

It is the purpose of this study to survey and appraise the personnel programs currently in use in selected Texas banks.

Thesis (MBA)--University of Stellenbosch, 2011. / Research shows that identifying and developing new leaders should be a leader’s primary focus due to the impact it has on the productivity, performance and sustainability of the organisation. The Young Lions Programme was a leadership development programme for high-potential supervisory staff implemented by a major South African financial institution’s retail banking division in the Western Cape region in 2006. The programme ran for three years until it was discontinued in 2008 due to the organisation implementing a national leadership development programme for all team leaders. Many of the organisation’s other regions still run development programmes for high-potential staff. However, the Western Cape region has not implemented another programme aimed specifically at high-potential staff since 2009. The effectiveness of the programme was never measured, nor was any research conducted to determine best practices for leadership development programmes. The aim of this research report is therefore to analyse the success of the programme through qualitative analysis by measuring the data gathered against the objectives originally set for the programme. Furthermore, this report aims to identify best practices in leadership development through the completion of a literature review and to make recommendations to the organisation for future leadership development programmes. The findings of this report are that the programme was successful in many aspects as demonstrated by the positive responses from the respondents to the questionnaire, and by the data analysed from the organisation’s database. Notwithstanding the success of the programme, responses from the questionnaire as well as the relevant research suggest that improvements can be made to the programme to increase its effectiveness in identifying, developing and retaining leaders in the organisation. These recommendations are summarised in the final chapter of this report.

by Fung Cheuk-Hing, Wang Suk-Ching Anita. / Thesis (M.B.A.)--Chinese University of Hong Kong, 1998. / Includes bibliographical references (leaves 87-89). / ABSTRACT --- p.ii / TABLE OF CONTENTS --- p.iii / LIST OF TABLES --- p.vi / LIST OF ABBREVIATIONS --- p.vii / ACKNOWLEDGMENT --- p.viii / Chapter / Chapter I. --- INTRODUCTION --- p.1 / Chapter II. --- LITERATURE REVIEW --- p.4 / Privacy Protection Act --- p.4 / A Survey of Privacy in the Workplace --- p.5 / Chapter III. --- PERSONAL DATA (PRIVACY) ORDINANCE --- p.8 / Events that led to the Enactment of the Ordinance --- p.8 / An Overview of the Ordinance --- p.10 / Chapter IV. --- METHODOLOGY --- p.14 / Chapter V. --- RESULTS --- p.17 / Privacy Commissioner's Office (PCO) --- p.17 / The Hong Kong Institute of Human Resource Management (IHRM) --- p.23 / Bank A --- p.26 / Recruitment and Selection --- p.26 / References --- p.27 / Employee Records --- p.28 / Data Relating to Ex-employees --- p.28 / Training and Development --- p.29 / Compensation and Benefits --- p.30 / Data Storage and Security --- p.30 / Data Transfer and Transmission --- p.30 / Appraisal and Potential Assessment --- p.30 / Disciplinary Records --- p.31 / Exit Interview --- p.31 / Others --- p.32 / Bank B --- p.33 / Recruitment and Selection --- p.33 / References --- p.34 / Employee Records --- p.34 / Data Relating to Ex-employees --- p.35 / Training and Development --- p.35 / Compensation and Benefits --- p.35 / Data Storage and Security --- p.35 / Data Transfer and Transmission --- p.36 / Appraisal and Potential Assessment/Disciplinary Records --- p.36 / Exit Interview --- p.36 / Others --- p.36 / Bank C --- p.37 / Recruitment and Selection --- p.38 / References --- p.38 / Employee Records --- p.38 / Data Relating to Ex-employees --- p.39 / Training and Development --- p.39 / Compensation and Benefits --- p.39 / Data Storage and Security --- p.39 / Data Transfer and Transmission --- p.40 / Appraisal and Potential Assessment --- p.40 / Disciplinary Records --- p.40 / Exit Interview --- p.40 / Others --- p.41 / Chapter VI. --- ANALYSIS OF RESULTS --- p.43 / "Overview of Bank A, B and C's Interview Results" --- p.43 / Evaluation on Compliance Level --- p.45 / Recruitment and Selection --- p.46 / References --- p.47 / Employee Records --- p.48 / Data Relating to Ex-employees --- p.48 / Training and Development --- p.49 / Compensation and Benefits --- p.49 / Data Storage and Security --- p.50 / Data Transfer and Transmission --- p.50 / Appraisal and Potential Assessment/Disciplinary Records --- p.50 / Exit Interview --- p.50 / General --- p.50 / Dynamics Between the PCO and Human Resource Practitioners --- p.51 / Dynamics Between the PCO and IHRM --- p.53 / Dynamics Between IHRM and Human Resource Practitioners --- p.53 / Comparison with Linowes' Survey Results --- p.54 / Chapter VII. --- RECOMMENDATIONS --- p.56 / Privacy Commissioner's Office (PCO) --- p.56 / The Hong Kong Institute of Human Resource Management (IHRM) --- p.57 / "Bank A, B and C" --- p.57 / Chapter VIII. --- LIMITATIONS --- p.59 / IX. CONCLUSIONS --- p.60 / APPENDIX --- p.62 / BIBLIOGRAPHY --- p.87

by Li Sau Ying, Tam Yuk Lin, Anita. / Thesis (M.B.A.)--Chinese University of Hong Kong, 1996. / Includes bibliographical references (leaves 78-79). / ABSTRACT --- p.i / TABLE OF CONTENTS --- p.iii / LIST OF APPENDICES --- p.v / ACKNOWLEDGMENTS --- p.vi / Chapter / Chapter I. --- INTRODUCTION --- p.1 / Objectives --- p.2 / Assumptions --- p.2 / Methodology --- p.3 / Scope of Study --- p.4 / Current Situation --- p.4 / The Hongkong Bank / Standard Chartered Bank / Dah Sing Bank / Chapter II. --- LITERATURE REVIEW / Comparison of Management Culture and Education Between the PRC and Hong Kong --- p.12 / Focus / Socio-Economic Context / Ideological Influences / Mindset / Management Context / The Need for Gradual Integration --- p.18 / Principles for Training PRC Graduates --- p.19 / Needs-Based Training / Participation by PRC Graduates at Design Stage / Emphasis on Experience Sharing / Emphasis on Practice / Chapter III. --- THE TRAINING PLAN / Target Group for Training --- p.22 / Target Interviewees --- p.22 / Training Needs Analysis --- p.23 / Objectives --- p.23 / Sources of Information --- p.24 / Values of the Hong Kong Retail Banking Industry / Interview with the PRC Graduates working as Tellers or Clerks and their Line Managers in the Hong Kong Retail Banking Industry / Interview with PRC Graduates Studying MBA in Hong Kong / Annual Performance Appraisal of Existing PRC Graduates working as Tellers or Clerks / Job Descriptions of Supervisor of the Hong Kong Retail Banking Industry / Training Needs Identified --- p.31 / Stage I / Culture / Working Style / Customer Service / Technical Knowledge / Stage II / Technical Skills / """Soft"" Skills" / Training Methods Identified --- p.33 / Training Objectives --- p.33 / Structure of the Training Program --- p.33 / Training Method --- p.37 / Expected Results --- p.38 / Evaluation --- p.40 / Criteria / Frequency / Assessor and Format / Chapter IV. --- CONCLUSION --- p.43 / APPENDICES --- p.45 / BIBLIOGRAPHY --- p.78