Introduction, conclusion and reference

SS SS ee ne ee eee the organization to promote a culture of talent management stewardship within an organization. The eThekwini Municipality has a mandate to provide public service delivery to the community within the area of its jurisdiction. The vision of the municipality is outlined in the strategic plan 13 document for the municipality called the eThekwini Municipality Integrated Development Plan which is normally referred to as the IDP. The eight-point plan with eight strategic priority areas identified in the Integrated Development Plan provides a guide on the mandate of each department within the municipality regarding the numerous services provided to the community. The strategic priority area for Durban Metropolitan Police Service is to provide a socially equitable environment by creating and promoting a safe, healthy and secure environment through traffic management, crime prevention and by-law enforcement. Koketso and Rust (2012) found that one of the problems faced by the local government is the poor talent management strategies that fails to retain key talent in the public service and in some cases, it is the non- implementation of talent management processes. Durban Metropolitan Police Service Unit is not immune to these challenges, the department had lost many skilled and talented staff because of retirements, deaths, resignations, and dismissals in recent years (eThekwini Municipality Annual Report, 2014). The eThekwini Municipality Talent Management strategy (2010) states that for the municipality to achieve the objectives of the Integrated Development Plan, the eThekwini Municipality must cultivate and retain the existing talent, focus on developing new talent rather than relying on recruitment alone. The eThekwini Municipality Talent Management Strategy Plan for 2010 identifies the inability of the municipality to retain skills and talent as one of the risks facing the organization. The problem that was researched concerned the inability of Durban Metropolitan Police Service to attract and retain suitable qualified employees. As a result, Durban Metropolitan Police Service was experiencing skills shortages, loss of corporate knowledge due to poor knowledge management, gaps in aligning business strategy to skills needs, and lack of clear competency framework to identify necessary skills. In addition, the lack of the identification of skills gap, non-availability of clear strategy to retain key technical and leadership talent, inability to tap on the potential individuals across individual performance, innovation and opportunity were some of the issues identified as challenges that need to be addressed. The Durban Metropolitan Police Service's image has suffered immensely in the past years due to bad publicity at all levels on various issues relating to ethics, competencies, and governance. Richfield Graduate Institute of Technology (Pty) Ltd is registered with the Department of Higher Education & Training as a Private Higher Education Institution under the Higher Education Act, 1997, Registration Certificate No. 2000/HEO7/008. Notwithstanding that the talent management strategy has been designed and approved, there seems to be minimal progress in terms of its implementation and in the achievement of its aims at Durban Metropolitan Police Service. Source: https://researchspace.ukzn.ac.za/bitstream/handle/10413/17135/Zama_Winnie- Sara_Fikile_ 2018. pdf?sequence=1&isAllowed=y QUESTION: ONE (15 MARKS) In reference to the above-mentioned case study, critically identify and explain the challenges experienced by the Metropolitan Police Department. Further, suggests the positive implications of addressing some of the challenges in the organisation. QUESTION: TWO (25 MARKS) According to the provided case study, the Durban Metropolitan Police Department has identified four generic processes of talent management. Critically examine each of the processes and further provide a comprehensive discussion on the talent management process. QUESTION: THREE (35 MARKS) Your organization has recently experienced high turnover rates among mid-level managers and declining employee engagement scores across departments. As the newly appointed HR Director, you have been tasked with conducting a comprehensive talent management audit. Ina detailed essay, evaluate the key components and methodology you would use to conduct this audit. Address how you would assess current talent acquisition processes, development programs, succession planning, and retention strategies. Additionally, discuss how you would measure the effectiveness of existing talent management practices and provide recommendations for improvement based on your audit findings. QUESTION: FOUR (15 MARKS) In an era of rapid technological change and increasing workforce mobility, many organizations struggle to develop and retain key talent. Critically evaluate the challenges and opportunities organizations face in building internal talent pipelines, and propose evidence-based strategies for creating sustainable talent development programs