Designing A Talent Management Strategy to Enhance Talent Retention for High Performers in Non-Government Organization: A Case Study of Save the Children Organization, Myanmar

Abstract

This study examined the current situation and the relationship between four independent variables of talent management; succession planning, supervisory support, employee reward and job training, and dependent variable; talent retention in Save the Children Organization, Myanmar. The study was mixed- methodology research that used structured questionnaires and interviews to collect data from only high performers in the organization. Fifty-two (52) high performers responded to the questionnaire and 6 high performers participated in focus group discussion. The results of hypothesis testing indicated that among four independent factors, job training and succession planning have a significance influence on talent retention while the other two factors have not significantly influenced. In addition, based on the perceptions of high performers, internal communication is one of the factors which can promote high performing talents’ retention in the organization. The overall result highlights that participants understand the current situation and recognize the need to develop talent management. Therefore, recommendations are provided based on high performers’ feedback and suggestions. In conclusion, a talent management strategy was designed to enhance talent retention based on the research findings in Save the Children.  The strategy can be applied to other organizations as an intervention tool to highlight some initial impact and bring about positive change in the organization, especially in the area of human resource management and development. In this study, four factors of talent management were explored through only high performers at head office in Save the Children Organization. Therefore, further studies are recommended to apply other factors that effect talent retention through different target groups.