Connecting Strategy and Implementation in Higher Education Institutions for Sustainable Talent Management
DOI:
https://doi.org/10.51137/wrp.ijsbe.584Keywords:
Higher Education, Human Capital, Strategy Alignment, Talent Management, InstitutionAbstract
Higher education institutions (HEIs) function in progressively complex and competitive environments that heighten the strategic importance of talent management (TM). In South Africa’s Gauteng Province, gaps between strategic intent and the execution of talent practices undermine institutional performance and long-term sustainability. A quantitative, cross-sectional survey design was used to assess employees’ perceptions of strategy-related talent management practices at a public HEI in Gauteng. Status and importance ratings were analysed descriptively using gap analysis to identify strategic alignment deficiencies. Descriptive analysis shows importance ratings exceed status across all strategy-related TM practices, revealing systematic execution gaps. Critical deficits appear in strategy implementation and reward alignment, moderate gaps in communication, and minimal gaps regarding mission and values, indicating uneven institutional execution. This study confirms a tenacious gap between the strategic importance of TM and its execution within the HEI, particularly in strategy implementation and reward alignment. It is thus proposed that leadership reinforce execution capabilities, align reward methods with strategic primacies, and upgrade communication of strategic aspirations across all levels. In addition, formal monitoring systems should be inserted to monitor TM outcomes. Future research should employ longitudinal and qualitative methods to explore causal factors behind implementation gaps and leadership accountability.
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Copyright (c) 2026 Owen Zivanai Mukwawaya, Solly Matshonisa Seeletse, Emmanuel Mutambara (Author)
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