Reference no: EM132874857

Eskom is a state-owned company that has an estimated number of 43 000 permanent staff. Eskom is run by the executive that report to the Board and the Human Resource Department is within the organisational structure. The Human Resource Department report to the Chief Executive and the Board, and talent management is the focus in this department. The main purpose of talent management at Eskom is to provide a talent management process that intend to attract, grow and retain the most talented employees who have critical skills , (Eskom Procedure for Deployment - Talent, Succession and Career Management, 2011 cited in (Zamantuli Mtshali, 2014). It had been discovered that within the talent management system at Eskom there are factors which are a hinderance for the successful implementation of the talent management strategy. Eskom has a goal to be ranked among the five top-performing utilities in the world. This organisation want to achieve this by fulfilling a comprehensive talent management plan. Eskom has currently developed an Employment Equity (EE) Plan that intends to support the strategic plan of the talent management system. Talent management has been discovered to be one of the tools Eskom want to use to achieve their main objective. But the challenge which they have seen so far is the effort they had put into ensuring a successful implementation of the talent management strategy has not yield any desired result. One of the main challenges that Eskom has been faced with is the inability to train their current employees for them to gain critical skills such as technical skills. Another talent management issue they had been faced with is the lack of retention of talented employees with critical and scarce skills, and the ability to fulfil the EE target which is part of their talent management objective (Zamantuli Mtshali, 2014).

Eskom has the talent management process that is followed rigorously to monitor the effectiveness of the talent management strategy and identify gaps that may arise due to increase in business demands. The current result of the talent management strategy is not reflecting the efforts that is being put into the process. The HR department must continuous review of the talent management process, to ensure that other related processes and leadership culture that ensure the required and desired talent management impacts on career and leadership development (Zamantuli Mtshali, 2014).

Source: Zamantuli Mtshali

How can the HR department at Eskom monitor and evaluate the implementation of their talent management strategy to ensure that reflect the desired result?