Talent management: An empirical study of selected South African hotel groups

  • PA Grobler
  • H Diedericks
Keywords: talent management, talent retention, talent development, talent deployment, human capital management, talent pools, talent value, competencies, skills, distinctive capabilities, competitive advantage, talent supply, talent demand, competency inventory


This article sheds light on the use of talent-management practices in
some of the major hotel groups in South Africa. Growing numbers
of organisations globally as well as in South Africa are embracing
the concept of talent management, as it has a major impact on the
company’s competitive advantage. Results reported in the 2008
Travel & Tourism Competitive Report issued by the World Economic
Forum (WEF 2008) indicate that as far as the Human Resources
dimension of companies in this industry in South Africa is concerned,
they fare fairly poorly. As this industry is people intensive, a closer investigation of this aspect was necessary. The research was undertaken in a subcomponent of the tourist accommodation industry, namely hotels. A cluster of 14 hotel groups, representing 33 995 hotel rooms (approximately 77% of all the hotel rooms in South Africa) participated in the survey. Despite the negative finding of the WEF, the results indicate that the hotel groups to a large extent apply the principles underlying talent management within their companies. However, some problem areas do exist, and recommendations are made in this regard.

eISSN: 1998-8125