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TABLE OF CONTENT INTRODUCTION 3 RESEARCH 4

Research Objectives Research Methodology Data Collection

FINDINGS AND DISCUSSION 5-9 CONCLUSION 10-11 MANAGERIAL SUGGESTIONS 11-12

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INTRODUCTION

All organizations always try to find the right talent at all time. Since 2002, organizations have faced the shortage of talent, due to job mobility and high turnover among employees. Many organizations empowered their competitive advantages through having high skilled managers. The “War of Talent” is coined by Mckinsey in 1997 and with the shortage of talent today, companies are implementing strategies to find the right talent for their company.

In order to achieve that, they need to have an integrated talent management which

aligns everything together from selecting, developing and retaining the talent. The role of leadership and managerial in the future is critical for the success of organizations therefore they need to make it a priority to achieve this goal.

One way for organizations to retain employees is to promote their talented employees. By doing this, motivation among employees can be nurtured, and this can reduce the rate of turnover among employees with the top/middle managers are the one that give impact on growth of organizations. Promotion strategy can take many forms such as interview, written examination, and evaluation of prior experience on the existing managers. Many successful organizations have highlighted the impact on Talent Management can be done on finding, developing, and retaining talent in their organizations.

The Top/Middle level managers have a critical role of ensuring the growth and development of organizations. Having talented managers who are able to manage, control, make decision and responsible are crucial. One of the key factors for organizations is to utilize their core competency by developing their human capitals. An integral strategy can help firms to select the right talent while at the same time enhance the outcome through training and developing employees.

The attempt of this study is to find the effective factors that can assist the Human

Resources Departments, or Firms’ Owners to find the talent within their firms for promotion to higher levels with the focus on Top/Middle level Managers. Therefore the aim this study is to investigate the impact of Talent Management strategy on Promotion of Top/Middle managers.

By observing the results later, strategy for promoting managers in organizations are

mostly focused on candidacy general managerial, technical, and leadership skills. One possible reason why talent development is not addressed significantly could be

when there is a vacancy the position is filling urgently with less time for training, coaching and mentoring the candidates.

For many firms, filling the vacant positions is a priority. Therefore, most policies are

selecting the right managers rather than retaining them. Lack of attention on this can discourage and cause dissatisfactions among managers, especially the middle level manager when they view the process of promotion is not transparent and bias, and therefore have a negative perception in the promotion process. Not only that the same reason can be seen in rewards and compensation process which most of the time the managers have a negative perception in the policy which are not based on performance but rather based on other aspect that lead to their colleague receiving more than themselves.

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their job scope and remuneration package, this may discourage the managers to stay longer. Most of the respondents’ perception is that the retaining strategies are toward identifying job scope, responsibilities and career paths.

The aim of compensation and reward is to make managers stay in organizations after

promotion. However, based on the respondents’ outcomes, organizations are required to look deeper in their compensations and rewards strategies since few of the managers feel they are not treated fairly through the compensation, reward, and recognition schemes.

Regarding Promotion of Top/Middle Level Managers, respondents believe that

policies applied for promotion of managers are not truly based on talent beside the respondents believe their leader are the important factor in the promotion of managers.

The respondents also believe that there is a department that are in charge of promoting

and recruiting the managers and can boost the process of promoting managers through applying adequate strategies, which align with the overall organizations’ vision and missions.

In this research, it has been revealed although talent management components (Selection and Talent Recruitment, Talent Development, Performance Management, Talent Retention, and Compensations and Rewards) impact the Promotion of Top/Middle Level Managers, only Selection and Talent Recruitment and Performance Management, are predictors of Promotions of Top/Middle Level Managers. This means that Talent Development, Talent Retention, and Compensations and Rewards are not sufficient and efficient, and these factors cannot support the Promotion Process of managers, or be successfully implemented.

MANAGERIAL SUGGESTIONS Modifying the Skills Assessed in Process of Selection & Recruitment

In order to recruit the talented managers, organizations should consider applying different selection tools to evaluate academic, managerial, leadership, as well as personality to ensure there is a proper fit between managers and their future jobs. This can help organizations to ensure that the goals of potential managers are properly tied with the organizations’ culture and business and hence reduce turnover rate and its costs.

Ensuring Selection& Talent Recruitment Process Is Seen Fair by All

Organizations should ensure that policies they apply for the purpose in selection of new recruitment should be transparent to all. It is also important to consider that those who are qualified for promotion should not be of a particular race or affiliated with anyone in the top management. This can motivate managers to hard work and boost their loyalty. The same reasons can be applied to compensations and reward scheme. Improvement of Supervisory and Monitoring Feedback

Continuous supervisory and instant feedback can impact performance and consequently, increases the overall performance of organizations. Therefore, in the process of developing potential managers, it is advisable to monitor the potential managers and provide