The Effect of talent management practices on employee retention in state corporations in Uganda: a case of National Social Security Fund

Abstract

The aim of this study was to assess The Effect of Talent Management Practices on Employee Retention in State Corporations in Uganda; A Case of National Social Security Fund (NSSF). The research objectives were to ascertain: firstly, the effect of talent acquisition on employee retention; secondly, the influence of talent development on employee retention; and thirdly, the impact of talent rewards on employee retention. In order to meet these objectives, a mini-survey was carried out. This involved administering structured questionnaires via interviews to 88 respondents, including Executive Committee Members, Senior Managers, Mid-level Managers, Branch Managers and other support staff of NSSF. Of all potential participants contacted, 61 (69%) successful responses were received. The data arising from these interviews were then analysed for any statistically significant effect using regression on SPSS. Results showed that: firstly, talent acquisition affects employee retention; secondly, talent development does not affect employee retention; and lastly, talent rewards influence employee retention. As a result, these recommendations are proposed: for internal talent acquisition to prosper, a diverse and rich talent pipeline has to be built within the organisation, NSSF should always hold dissemination sessions of trained staff to allow knowledge and training transfer and lastly, NSSF Uganda needs to invest aggressively in talent retention strategies such as training, executive coaching, mentoring, showing appreciation through compensation and benefits and encourage work-life integration.