Developing an Effective Talent Management System for Managers at Bank of the Bahamas

This research project is based on talent management strategies in Bank of Bahamas. The purpose of the study is to review the current talent management strategies and suggest suitable talent management strategies that help Bank of Bahamas to address the issues of high employee turnover. The research methodology includes a literature review and primary analysis through a survey among the employees of Bank of Bahamas. The findings indicate that Bank of Bahamas is lagging behind in terms of talent management approaches and needs to enhance an effective organizational culture, provide appropriate pay structure, and communication training for employees.

Running head: 40220853
Research Project
40220853

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Abstract
This research project is based on talent management strategies in Bank of Bahamas. Many
studies have been performed in talent management to find out the issues that organization
face when managing or acquiring talents. The purpose of the study is to review the current
talent management strategies and suggest suitable talent management strategies that helps
Bank of Bahamas to address the issues of high employee turnover. A literature Review has
been performed to learn the existing issues of talent management. The findings of the
literature provides the fact that as the market needs are changing rapidly, the businesses are in
the need of new talents that fulfil their organizational needs. However, some existing
business prefer to develop or strengthen its current training and development program but
findings of most of the papers mention the a similar fact that to gain desired outcome from
business, the organizations need to take care of internal framework. In order to conduct the
research, a primary analysis has been conducted. To implement the primary research, the
primary data has been collected by carrying out a survey among the employees of Bank of
Bahamas. The random sampling method has been used and population size for the survey is
90 but the responses of 50 respondents have been considered. The findings of the research
indicate that Bank of Bahamas is lagging behind in terms of talent management approaches.
The organization is not able to meet the basic needs of employees such as appropriate
training and development program, appropriate talent acquisition strategy. Thus, the
organization has been suggested to enhance an effective organizational culture first. Bank of
Bahamas also needs to provide appropriate pay structure. Employees should also be provided
with appropriate communication training.

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Table of Content
CHAPTER 1: INTRODUCTION..............................................................................................7
1.0 Introduction..........................................................................................................................7
1.1 Research Context.............................................................................................................7
1.2 Rationale of the Research.................................................................................................8
1.3 Problem Statement...........................................................................................................9
1.4 Aim of the research..........................................................................................................9
1.5 Objective of the research................................................................................................10
1.6 Question of the research.................................................................................................10
1.7 Structure of the research.................................................................................................11
CHAPTER 2: LITERATURE REVIEW.................................................................................13
2.0 Introduction........................................................................................................................13
2.1 Talent management:.......................................................................................................13
2.2 Strategies of Talent Management:.................................................................................14
2.3 Talent management in financial and banking sector:.....................................................17
2.4 Talent acquisition technique is the key to competitive future........................................18
2.5 Talent constraints are holding the back growth:............................................................19
2.6 Development of long-term solutions:.............................................................................20
2.7 Impact of talent management on organizational success...............................................21
2.8 Talent management to generate high performance workforce:......................................21
2.9 High skilled internal talent pools...................................................................................23
2.10 Need for talent management........................................................................................25

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2.11 Conceptual Framework................................................................................................26
CHAPTER 3: RESEARCH METHODOLOGY -...................................................................28
3.1 Introduction....................................................................................................................28
3.2 Research philosophy......................................................................................................28
3.3 Research design..............................................................................................................29
3.4 Research approach.........................................................................................................30
3.5 Data collection method..................................................................................................31
3.6 Sampling technique........................................................................................................32
3.7 Sample size.....................................................................................................................33
3.8 Data analysis..................................................................................................................33
3.9 Reliability and validity...................................................................................................34
3.10 Limitations...................................................................................................................34
3.11 Ethics............................................................................................................................35
CHAPTER 4: FINDINGS AND ANALYSIS.........................................................................37
4.1 Introduction....................................................................................................................37
4.2 Quantitative Data...........................................................................................................37
CHAPTER 5: CONCLUSION AND RECOMMENDATION................................................74
5.1 Conclusion......................................................................................................................74
5.2 Recommendations..........................................................................................................75
References-...............................................................................................................................80

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List of Table
Table 1: Employee Tenure.......................................................................................................38
Table 2: Educational Qualification of employees at Bank of Bahamas...................................40
Table 3: Employee’s opinion to co-workers............................................................................42
Table 4: Supervisor’s role in employee’s professional growth................................................44
Table 5: Employee Opportunity for receiving promotion........................................................45
Table 6: Employee’s intention to switch to another job..........................................................47
Table 7: Effectiveness of training provided to employees.......................................................49
Table 8: Employee Reward policy...........................................................................................50
Table 9: Company’s expectation on hires on coming next month...........................................52
Table 10: Company’s investment on talent acquisition program.............................................54
Table 11: Talent Acquisition Channels....................................................................................56
Table 12: Functions in the current recruitment process at Bank of Bahamas..........................58
Table 13: Amount of Time “Line Manager” spent on Talent Management Activities...........60
Table 14: Present Talent Acquisition Strategy.........................................................................62
Table 15: Talent Management Program of Bank of Bahamas.................................................64
Table 16: Capability of present strategy of talent at Bank of Bahamas...................................65
Table 17: Level of importance in employee satisfaction.........................................................67
Table 18: Philanthropic activities at Bank of Bahamas...........................................................69
Table 19: Importance of elements in employee retention........................................................71
Table 20: Areas in Talent management need to be developed.................................................73

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List of Graph
Graph 1: Employee Tenure......................................................................................................39
Graph 2: Educational Qualification of employees at Bank of Bahamas..................................41
Graph 3: Employee’s opinion to co-workers...........................................................................43
Graph 4: Supervisor’s role in employee’s professional growth...............................................44
Graph 5: Employee Opportunity for receiving promotion.......................................................46
Graph 6: Employee’s intention to switch to another job..........................................................48
Graph 7: Table 7: Effectiveness of training provided to employees........................................49
Graph 8: Employee Reward policy..........................................................................................51
Graph 9: Company’s expectation on hires on coming next month..........................................53
Graph 10: Company’s investment on talent acquisition program............................................55
Chart 11: Talent Acquisition Channels....................................................................................57
Graph 12: Functions in the current recruitment process at Bank of Bahamas.........................59
Graph 13: Amount of Time “Line Manager” spent on Talent Management Activities...........60
Graph 14: Present Talent Acquisition Strategy........................................................................62
Graph 15: Talent Management Program of Bank of Bahamas................................................64
Graph 16: Capability of present strategy of talent at Bank of Bahamas..................................66
Table 17: Level of importance in employee satisfaction.........................................................68
Graph 18: Philanthropic activities at Bank of Bahamas..........................................................70
Graph 19: Importance of elements in employee retention.......................................................72
Graph 20: Areas in Talent management need to be developed................................................73

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Topic- Developing an Effective Talent Management System for Managers at Bank of
the Bahamas
CHAPTER 1: INTRODUCTION
1.0 Introduction
The major purpose of this research study is to identify the drivers of talent
management at managerial level and also to evaluate the respective challenge faced by the
organizations in order to maintain those talents. Thus, it is important to know about the
benefits and importance of the talent management in order to know the gap between the
required talent management plan in the company and the procedure followed in the
considered organization that is Bank of the Bahamas.
1.1 Research Context
This introductory chapter illustrates the rationale of the research study, problem
statement, aim of the research followed by the research objectives and questions. Lastly,
entire structure of the research is demonstrated along with the overview of each chapter
present in the research study.
Vaiman et al. (2012) stated that talent management is the process for an organization's
commitment for recruiting, hiring, retaining and developing superior and talented employees
so that they can collaboratively accomplish the organizational goals and objectives.
Thunnissen, Boselie and Fruytier (2013) furthermore depicted that Human Resource in the
organization need to have clear recruitment policies that successfully address the business
vision and strategy needs, undertaking generational audit, maintaining demographic reach of
the labour force talent and supporting ‘generation Y’s’ talent and development needs.
Moreover, the managers of the boards and other directors need to regularly review the talent

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of the organization in order to identify and develop leadership talent. HR should also develop
formal process for identifying potential employees and develop approaches that are focused
more towards enhancing the talent of the high-potential employees (Al Ariss, Cascio, &
Paauwe, 2014). Dries (2013) on the other hand stated that in order to manage the talent within
the workforce, the company needs to ensure the leadership sustainability and keep the
talented staff engaged with the organization.
1.2 Rationale of the Research
Managers play an important role in the organization as they represent the group's
interest and efforts, as a spokesperson for both shareholders and the employees, maintaining
interests of the business and the working personnel and direct the people in time of crisis
(Kucherov & Zavyalova, 2012). Moreover, decision-makers and leaders should possess
accurate knowledge of the organizational operations and underlying technology that is used
to accomplish those functionalities. However, the ability of these manager might disrupted if
not managed properly and thus it is required to maintain the talent of these managers so that
their knowledge can be updated and they can perform with accuracy to obtained the desired
goals and objectives. Skuza, Scullion and McDonnell (2013) moreover depict that the lack of
new knowledge and technological aspects hampers the productivity of the organization.
Cooke, Saini and Wang (2014) furthermore depict that lack of improved and updated
knowledge also resulted in conflict between the managers and employees as the knowledge
differs. This will not only diminish the working quality but the productivity of the work. In
addition to that, the problem that is faced by most of the organization is that company intends
to retain the talent of the employee and invest for improving their talent. People in
management position are selected for the managerial position due to their knowledge
regarding work and ability to manage the organizational proceedings. Thus, their need of
training is overlooked by the organization as it is considered that they are already

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knowledgeable and need no improvement. However, these managers often need enhancement
in their knowledge level especially when new system and technology is incorporated in the
organization. Conducting research on this context allows the organizations to leverage their
existing talents and identify the probable risks and challenges that can be occurred while
maintaining the talent management for the managers.
1.3 Problem Statement
Oladapo (2014) depicted that when an organization plans for the recruiting the
managers, the common mistake that almost all the organization make is that they do not
develop the talent of the people recruited for the managerial role. The prime reason for the
same is that the organization thinks that these managers are not required training as they are
aware of all the organizational facts and figure. Schiemann (2014) highlight another reason
that is some of the managers thinks that they do not need training or having fear to enrol them
for the training due to higher designation. However, Meyers, van Woerkom and Dries (2013)
also stated that the changing technology and the changing business procedure might leads to
putrefy of the knowledge and retaining their talent through training can enhance their ability
to perform the managerial position. Specially in banking industry, where there are much
pressure on managers regarding maintaining the financial transaction, managing customers
and audit the daily work, talent development of managers is cumbersome and often
overlooked. This research thus endeavours for identifying significant challenges faced by the
organizations in managing talents; investigate the drivers of talent management at managerial
level within the Bank of the Bahamas and perceptions and opinions of key stakeholders
regarding the talent management of managers.

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1.4 Aim of the research
The main aim of the research study is to develop talent management system in the
Bank of Bahamas for the managers by identifying drivers of talent management at managerial
level.
1.5 Objective of the research
 To identify relevant theories, concepts, models and a critical review that will inform
the primary research
 To identify significant challenges faced by the organizations in managing talents in
Bank of Bahamas
 To investigate the drivers of talent management at managerial level within the Bank
of Bahamas
 To identify the perceptions and opinions of key stakeholders regarding the
effectiveness as to how the Bank of Bahamas could implement and sustain an
effective TM system for managers
1.5.1 Research objectives
To analyse the research findings for developing a practical framework for effective
talent management for the managers at Bank of Bahamas
1.6 Question of the research
 What are the significant challenges faced by the organizations in managing talents?
 What are the drivers of talent management at managerial level within the Bank of
Bahamas
 What are the perceptions and opinions of key stakeholders regarding the effectiveness
as to how the Bank of Bahamas could implement and sustain an effective TM system
for managers

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Chapter 1: Introduction
Chapter 2: Literature Review
Chapter 3: Research Methodology
Chapter 4: Findings and Analysis
Chapter 5: Conclusion and Recommendations
1.7 Structure of the research
Image 1: Structure of the research
(Source: Created by Author)
Chapter 1: Introduction
This chapter illustrates the background of the research and the problem statement due
to which the research is planned to be conducted. The research aims and objectives are also
developed in this introductory chapter to highlight the main aim of the research.
Chapter 2: Literature Review
This chapter is a critical analysis of all the research based on the similar research
topics. This chapter also comprised of relatable theories and model and critical evaluation of
the research finding by other research scholars. A conceptual framework is also highlighted
in order to represent the developed literature review that addresses the main research

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objectives that is to develop a practical framework for effective talent management for the
managers at Bank of Bahamas
Chapter 3: Research Methodology
This chapter highlights the research procedure used in the study to obtain the research
findings. In this chapter, the details about the research philosophy, research deign and
approaches are highlighted. Moreover, the details about the data collection and its analysis
technique will also be discussed along with the discussion of the sampling technique and
research ethics.
Chapter 4: Findings and Analysis
The analysis of the gathered data will be occurred in this chapter. This chapter
highlight the findings based on which the research questions will be answered.
Chapter 5: Conclusion and Recommendations
This last chapter links the research objectives with the research outcome in order to
address the formulated objectives. This chapter will show that whether or not the research
become successful in developing a practical framework for effective talent management for
the managers. Another section of this chapter is recommendation portion which will highlight
some strategies through which the identified challenges in implementing talent management
plan can be overcome.

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CHAPTER 2: LITERATURE REVIEW
2.0 Introduction
This chapter provides the review of existing literature which has been performed on
talent management. The review also considers some particular journals carried out on the
banking industry. Changing market environment and lack of skilled individuals seem to be
two different challenges for banks in Australia, which creates the urge for developing a
suitable talent management strategy to fulfil growing deficiency of talents. Thus, this review
of literature helps to understand what scholars or the previous studies have mentioned about
talent management, its key dimensions, drivers as well as the best practices of talent
management. The review also helps to know why it is essential for banking organizations to
develop talent management programs.
Scope of the literature: In order to conduct the review, 30 peer reviewed journals have
been used which are carried out on talent management. However, the review is restricted to
the analysis of the papers that have been conducted in last five years. The materials that have
been used as the evidences are properly acknowledged.
The major content of the literature revolves around the talent management strategies
and approaches mentioned by the scholars. This review of literature particularly helps to
understand the importance of talent management in business, failure due to poor management
of talents and approaches used for managing talents in most of the organizations.
2.1 Talent management:
Bethke-Langenegger, Mahler and Staffelbach (2011) performed a study and
mentioned that talent management is referred to the anticipation of required human capital,
which a business or organization requires as the time and then developing a plan to satisfy the

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needs. On the other side, Farndale, Scullion and Sparrow (2010, p.162)defined talent
management as “implementation integrated strategies or the system designed to enhance
recruitment and development of key individuals to retail the skills required to meet the
present and future organisational needs. Ibidunniet al., (2016) performed a research and
defined talent management as the technique of identifying, development of high potential
individuals at the workplace. Another definition of talent management is provided by
Farndale et al., (2014) which implies that talent management is a range of activities of the
organizations that are concerned with developing, motivating as well as sustaining the key
talent to accomplish the objectives of current and future businesses.
These three definitions of talent management remain similar; all these studies have
mentioned that the same fact that talent management is the process of holding or retaining the
key talents for meeting the current and future needs of the firms. However, Gelens et al.,
(2014) conducted and experimental study and found that talent management can a durable
competitive advantages. The author has explained the fact that if a business is able to retain
the key talents and expertise, the business may excel in terms of productivity, growth, market
share and this is possible because other business makes the mistake of hiring a huge number
of employees to speed up the growth while the business can do the same by retaining skilled
individuals brushing up the knowledge of those individuals through development program.
Hence, the organization can avoid the cost hiring a huge number of employees when it has
talent management program.
2.2 Strategies of Talent Management:
Hiring talent or expertise is often easy but selecting the right talent remains the most
crucial factor that helps to deal with the challenge and complete the task. Hence, Church et
al., (2015) arguably mentioned that success or failure of the business is thoroughly associated
with the decision to identify and choose the talents. This means that the right choice could

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lead to success as well as excellence, while the wrong selection of the talents could lead to
failure and excessive cost as the outcome of failure. Therefore, as the strategy of choosing
the right talent, Kim et al., (2014) mentioned that the business or the organizations should
focus on the critical positions centres of major significance in the business and then develop a
list of benchmarks for the critical positions. Thereafter, the business should find out the
“potentials”, generate a talent pool for business level and a proper plan to avoid the disruption
of work due to unexpected departure of critical position holders. The author of this article
has also pointed out the fact that the organization should maintain talents, ensure a clear flow
of talent across the leadership channels and guide individuals in creating their career path.
In this context, Pobst (2014) argued that generating a talent pool is not enough for
business to hold their key talents, the organization also have to understand the fact that talents
and ambitious people could only stay with their current organizations if they are provided
with positive development, motivation and nurturing to make sure that they hold every
chance of understanding their potential. On the other side, to modify the statement of the first
author, Church et al., (2015) mentioned that businesses, in order to gain success in today’s
changing and competitive market environment, a solid and intensive focus should be applied
when aligning human capital with the corporate objective and strategy. This means that the
development of talent pool program is effective but an intense focus should be given making
the alignment to avoid the contemporary occurrence of failure of business. The author has
mentioned about the following steps as the talent management implementation strategies
Attracting Talents: The techniques of attraction is on the basis of a set of criteria, which must
include the organizational value and its vision. However, Schiemann (2014)mentioned that
organization’s brand remains as the most significant attraction. This means that talent people
prefer to find reputable organizations or brand where they expect success and provide them

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with suitable environment for creativity. According to the author, such individuals tend to
develop some social conditions which commensurate with their capabilities.
Development of talents: When the organisations are done with attracting talents, the next
significant step is, developing those talents providing training and development program,
education and other learning activities which would help the individuals to enhance
knowledge in many different fields. Kim et al., (2014) highlighted the fact that the technique
of talent development is dependent on individual abilities, business needs and the job
requirements of the individuals, limiting weaknesses and working to satisfy the gaps with
education and training. On the other hand, Dmitrieva et al., (2014) mentioned that
development of talent falls under HR management areas for selecting the procedures with the
help of appropriate tools for selecting key or talented individuals based on the competence.
Such stage of process includes the subject linked to learning and development. The authors of
this study have also mentioned that the business should invest more in the employees to
generate learning and development opportunities, so those can be used for reacting to the
future expectations and business requirements.
Retention of talents: As put forward by Gelens et al., (2014), financial crisis often
contribute to a reduction in the number of employees and this crisis provokes employees to
switch to another employer. However, Schiemann (2014) argued that retention is a complex
concept and there is no single recipe for keeping employees with a business. Thus, to
maintain talent, the organizations should provide benefits, compensations and a healthy work
place for those talented individuals to reduce or avoid the loss of key talents. Furthermore,
Farndale, Scullion, and Sparrow (2010) performed a study on human resource management
and mentioned that the retention plan usually preserves redundant loss of human as well as
intellectual wealth and this concept aims to ensure stability and productivity of employees.

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The studies define retention talents as an actions by business to generate the appropriate
condition for its talented workforce.
Furthermore, an experimental study conducted by Al Ariss, Cascio and Paauwe
(2014), investigates the opportunities of career development, organizational culture and work
life balance minimize the rate of turnover. The author has also mentioned that retention of
talents of key workers often depend on sustaining and positive employer brand. Thus,
organizational culture and employer branding considered as most driving forces behind
employee’s retention in particular organization. In addition to this, motivational work,
growing and learning environment proves to be a key to retain the talented employees. Al-
Emadi, Schwabenland and Wei (2015) mentioned that a successfully implemented talent
management approaches in business improves the rate of retention and it could deal with
crucial employee issues and performs organization’s competitive position.
2.3 Talent management in financial and banking sector:
As there is a significant focus on the financial service sector, it is essential to review
how talent management has impacted the sector. In this context, Wu (2012) mentioned that it
is highly necessary to understand that talent does not merely include the high potential or the
most senior management in a business. Conversely, Fethi and Pasiouras (2010) mentioned
that a holistic approach to talent management is mainly based on the understanding that talent
can be discovered across the organizations at almost all levels. A fundamental concept
derived from this study is that talent management remains as the assessment and development
of talents of the employees. Talent does not necessarily refer to discrete range of seniority.
On the other hand, Surroca et al., (2010) arguably mentioned that pragmatically business
have limited amount of resources when it needs to manage talents and they could organise
these where they consider that they will receive the highest return.

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However, a recent study performed by Kim et al., (2014), provides the fact that the
development of technology, changing demographics as well as the fluctuating economic and
political situations has impacted talent and employment. The author has also mentioned that
the banking industry in Australia is facing a particular talent management obstacle. The
conventional way in which Sydney has been banking is now changing as well as the financial
institutions that wish to stay ahead of the curve must be aware of such trend. Fu and
Deshpande (2014) added that baking industry are longer the “for-life” jobs they had once.
Australia’s cap on bonuses, regulatory changes and cultural changes as well as more are
posing concerns to financial institution in Australia and around the world with respect to their
ability to attract, manage and retain the talents that could be for their organizations.
Furthermore, Idris (2014) mentioned that organizational hierarchy, which historically been
significant in Australia, is and could be less significant. This means that ranks and status in
the organizations carry a lot of weight. Nonetheless, it is worth mentioning that time is
changing and employee integrity is becoming highly significant to future workforce
compared to authority and ranks.
2.4 Talent acquisition technique is the key to competitive future
Ibidunni et al., (2016) performed an experimental study and their survey found that
almost 35% of businesses worldwide are observing employees with appropriate skills and
expertise. So when the organizations do not have appropriate talents at the right time, the cost
may come in the form of missed or gone opportunities, dissatisfied clients as well as negative
impact on the business. The business that resides on the top could be the ones that makes plan
for the deficiency of talents as well as learn when it is best to hire talents and when it is more
effective to develop it. On the contrary, Mbugua, Waiganjo and Njeru (2014) mentioned that
whether a business develops talents implement or apply a balanced approach, attraction and

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retention of talents is the key to success. So, the success could come from those who nurture
human resource in new and in a different way.
As the international banks tend to face excellent pressure on the profitability in an extremely
competitive Australia and European sector, the organizations are constantly seeking to source
high quality talent from more capital efficient locations. The organizations are developing
their presence in the emerging economies of India and other Asian nations but here India is
being the prime locations.
In this context, Kakara, Raziq and Khan (2015) commented that talent management
present many challenges in the investment banking industry and the major challenges is
finding the appropriate talent, recruiting them before the competitor does and retaining them
in a highly competitive as well as cut-throat market. This study also provides the fact that
global bank, private equity and some other Asian banks are in the competition of same talents
to enlarge their teams, which resulted in increasing demand for experienced investment
bankers. The findings of this research article imply that customer satisfaction as well as
achievement of objective remains the most valuable of talent acquisition and press
advertisement remains the best source of talent acquisition.
2.5 Talent constraints are holding the back growth:
A survey performed by Kabeer (2016) much of the financial service organizations
such as the banks are continuing to develop and shape its workforce, in spite of the present
market instability. The survey also reveals the fact that almost 50% of the sector is
determined to enhance their headcount over the next 12 months with the increase of 5% of
estimated staff over the coming years. The findings of the survey states that only 20% are
planning minimize employees overall, even though these facts tend to mask more varied
changes in skill needs, deficiencies and surplus numbers in some specific locations. Another

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significant issue found in the study performed by Al-Emadi, Schwabenland and Wei (2015),
is that the banking organizations often face the limited supply of appropriate people within
their business. This means that owners of the banking organizations see a lack of availability
of key skills as one of the significant threat to growth of the business with the downturn in
overall consumer spending and challenges for financial progress. Furthermore, Al Ariss,
Cascio and Paauwe (2014) mentioned that talent gap continues to grow because the demand
continues to outshine supply; thus, nearly, a third of financial service business are certain that
they could have the access to the talent they need to implement their business’s strategy over
the next few years. In addition, almost 40% of the financial business owners believe that it is
becoming difficult to hire talented people in their sector. However, almost 20% of the owners
believe that it is going to get easier. Oladapo (2014) particularly mentioned that it is highly
necessary and potential for the middle managers to become capable of leading the business
ahead who especially short supply.
2.6 Development of long-term solutions:
As put forward by Fu & Deshpande (2014), several participants identify the
requirement to explore more proactive and sustainable ways to deal with the talents.
According to Bethke et al., (2011), key point of the business is to have the right people at the
right place and time retains the earlier individual to replace the top managers when required.
It is also found out that more than three quarters of financial organizations tend to change the
way they deal with the talent over the coming year. The author has particularly mentioned
that about 20%o of banking organizations are planning for major overhaul. Nonetheless,
hence, the question is why gaps of talent remain as the barrier in spite of having such evident
strategic priority. The findings of the study tend to mention that business believes that a lack
of quality information makes it very challenging to predict the strategic talent requirements
and plan ways to satisfy the demands in a timely and cost effective manner. On the other side,

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Farndale et al., (2014) mentioned that several businesses are operating in a difficult time
period. Hence, the major gap may involve the information on return on investment in human
capital.
2.7 Impact of talent management on organizational success
As put forward by Church et al., (2015), the extent of talent management alignment to
the organizational strategy has a clear influence on the success of projects that meet the
original goals and business intentions. The business in which the talent management is
associated with the organizational strategy have an average project success rate of 72%, while
the business in which talent management is not effectively associated with the organizational
strategy having an average project success rate of 56%. Furthermore, Schiemann (2014)
commented that organizations that effectively align talent management to the organizational
strategy and goals could gain additional benefits. The organizations with such strategy could
be successful at meeting general talent challenges by engaging people to provide
organizational goals and developing high performance and then eventually managing talent
through change. The business could be successful at implementing the paths by managing
performance effectively and developing a high potential individuals as well as selecting
skilled people for internal promotions. Furthermore, Dmitrieva et al., (2014) mentioned that
business with the significant or good alignment of talent management to the organizational
strategy are much more likely to have potential talent management practices in place
compared to other organizations that do not align. Such alignment could have more talent
management offerings and they could probably provide employees with several forms of
talent management offerings.
2.8 Talent management to generate high performance workforce:
Anney (2014) opined that executives and HR management have always been centred
on fundamental talent management involving the process of acquiring, hiring as well a

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retaining skilled employees. Nonetheless, to derive high range of success, the business
leaders require engaged and high productive employees. In this context, Bethke-
Langenegger, Mahler and Staffelbach (2011) commented that the key to develop a productive
workforce to greatness is to align talent management with organizational strategy, define
consistent leadership criteria throughout all functional areas, and identify particular
competencies to cultivate for the upcoming growth. Hence, Cerdin and Brewster (2014)
mentioned that business leaders who perform the best talent management processes are more
prepare to that their rivals to compete in the global economy. Choy (2014) argued that true
success remains only achievable when business do more than just adapting to future and
long-term trends. The business must have to anticipate as well as utilize the new
opportunities in the market. The author of this article presented talent management plan in the
following manner:
1. To become “proactive” against the “reactive”; here the business needs to fulfil its crucial
talent management requirements, address businesses and industry changes
2. Business needs to identify essential skills to be practiced and enhanced in employees and
reducing the training cost by paying attention to the key development areas.
3. Business has to enhance recruiting techniques by identifying high-quality candidates
following the job descriptions on the expertise of high performing employees holding major
industry competencies
Alignment of individual goals with the corporate goals
As put forward by Church et al., (2015), the best talent management plan is widely
aligned with firm’s strategic plan and overall business needs. This article clarifies the fact
that goal alignment is a management tool that not mentions about the job role for individual
roles and but exemplifies the ongoing values of the employees to business. Al-Emadi,

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Schwabenland and Wei (2015) opined that when a business engages employees in their
operation or work through goal alignment, the business can generate employee ownership in
business’s eventual success. The employees tend to become more committed to the business
or the company and accomplish a great level of job performance. The finding of another
study clarifies the fact that to accomplish goal alignment in business, the business must have
to communicate the strategic objectives throughout the entire organization. By allowing
managers to access and observe goals for other section or the department, the business can
largely minimize the redundancy. According to Dmitrieva et al., (2014), goal sharing could
guide departmental heads to find ways to support each other and recognize the areas where
they could be unintentionally working at different purposes. So, when every individual is
working together toward the similar objectives, the business can perform strategy in real time
with increasing level of adaptability flexibility.
2.9 High skilled internal talent pools
Al-Emadi, Schwabenland and Wei (2015),) mentioned businesses that strategically in
place are able to make change ahead of curve at the time of planning and developing a
productive workforce. Such businesses have deepest strategic insight into their workforce and
these businesses could use this insight to prepare and build an effective workforce to deal
with the market needs. In this context, Al Ariss, Cascio and Paauwe (2014) commented that
most of the businesses will find themselves dealing with a situation with limited time to
review significant candidates because of the planned change in leadership. The author of this
article has also mentioned that for several businesses, a prolonged leadership remain empty,
which is significantly risky and it might raise the question about business internal talent pool
like whether it is robust enough. On the contrary, Dmitrieva et al., (2014) mentioned that a
critical element of a successful talent management program is known as the generation of
talent pool within a business such as a reliable and consistent internal source of talent as well

23RESEARCH PROJECT
as a significant piece of succession planning technique. Thus, such development of skilled
talent makes it easier to enhance desirable skill sets in a larger group of employees, which
results in higher performance across all range and functions. Schiemann (2014) performed a
study on talent pool generation and the study reveals the fact that by cultivating talent pools
internally, the business can ensure that one will have experienced and trained employees to
consider leadership role as they remain available.
Breaking down information silos and developing collaboration
As put forward by Kim et al., (2014), in order to drive success, the business leaders
must have to do whatever they can, to deal with organizational silos which stop the flow of
information throughout the business. For business to perform faster and with more flexibility,
skills and knowledge should be adequately available, which can be delivered to the right
people at the right time. However in most of the cases, the innovation is required to satisfy a
new marketplace challenge which exist somewhere in the organization; so, here the barrier is
tapping into it. Furthermore, a study performed by Shih, Chang and Lin (2010), mentioned
that in order to cultivate an integrated atmosphere, the management of business needs to align
the metrics for success. On the other side, Skuza, Scullion and McDonnell (2013) mentioned
that beyond just encouraging collaboration, the business should provide the tools to facilitate
easier collaborative efforts. In order to create better collaboration across the business,
employees and management need access to provide to rich employee data involving special
skills and interest and some language abilities. Nonetheless, locating this robust information
drives larger success. The employees can reach across departments to gain knowledge and
collaborate easily while supervisors and managers can use such information when they
required are to make informed talent management decisions to enhance business
performance.

24RESEARCH PROJECT
Generating a Pay-for Performance Culture
In pay-for-performance culture, the supervisors can gain easy access to all
information they require to reward individuals for actual performance such as gaol alignment
metrics, review data and performance notes considered throughout the year. This could also
allow supervisors and managers to make consistent fair decisions; thereby, avoiding improper
compensation. Thunnissen, Boselie and Fruytier (2013) mentioned that several business tend
to use employee assessments to motivate the employees to utilize their full potential. This
could provide better outcome as individual has reasons for working and here resolving each
employee’ needs in the organization could create a highly motivated workforce could
struggle for the best as a whole. Thus, by measuring this significant factor that makes the
difference between success and failure to particular jobs, business could gain the ability to
put the right individual into every position, which further allows them to implement their
talents without any limitations. This could lead to better job satisfaction and employee
retention as the organization is staffed with employees who are highly productive, committed
and skilled to do their best.
2.10 Need for talent management
Vaiman, Scullion and Collings (2012) mentioned that the need for launching talent
management may result from the characteristics of existing workforce which is presently in
the process of transformation and responsible to significant change such a:
Change in the workforce trends: Kabeer (2016) mentioned that global business realize
the alarming reality that significant demographic, economic, social-political as well as
technological changes gradually convert the workforce also. In this context, Wu (2012)
commented that the changes in the birth rate, in the age of retirement as well as workers’
retirement minimize thee the volume of the workforce. This could cause significant skill gap

25RESEARCH PROJECT
while addressing the removal of business challenges results in communication. Furthermore,
Thunnissen, Boselie and Fruytier (2013) mentioned that degradation in cultural norms,
decrease in birth rate and demonstrate migration barriers may create pre-condition for
significant workforce diversity. An experimental study conducted by Schiemann (2014),
mentioned that knowledge of economy, information technology and altered employment
contract increases the origin of an autonomous as well as strengthened group of workers.
Thunnissen, Boselie and Fruytier (2013) mentioned that workforce finds itself among the
unstoppable and radical information and it is becoming more smaller in numbers
inadequately skilled, more and more global, virtual, significantly diverse as well as
autonomous and self-contained. It is identified that understanding the complexity of this trend
of workforce remains significant as this large set of changes characterize the future
generation of talents from business could benefit in the coming years.
2.11 Conceptual Framework

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Explaining the framework
Hence the purpose of the framework is to demonstrate the insight gained from the
literature on talent management. This framework helps to pinpoint that talent management is
a broad aspect of management and it may include many sub-elements helping businesses to
make use of its workforce. Talent management in the above framework is the source of
several other sub-elements such as attracting, recruitment and selection, employee
engagement and employee retention. These sub-elements are actually treated as talent
management implementation practice. For example, when it comes to attracting talents, the
organization must provide some unique features or facilities with the employment contract as
the purpose of acquiring talents. Attraction of talents further leads to low attrition. This
happens because when people receive the adequate benefits from the employers, they try to
provide the desired output to the employers omitting their flaws in the workplace.
Likewise, recruitment and selection is another practice falling under people
management. When a business maintains transparency and adequate knowledge testing
process in recruitment and selection, the business gains the ability to establish a skilled
workforce. Employee engagement is another important element emerging from talent
management and further leads to employee loyalty. This happens as, in the literature, it is
found that when the organization involves their employees in strategic decision making
process, employees become more inclined and responsible towards the organization.
Similarly, employee retention is highly important aspect of talent management, if an
organization is able to reduce employee turnover rate, workforce capability will increase. So,
implementation of all these practices leads to increasing organization’s productivity and
sustainability.
Talent
management
Attracting
Recruitment and
Selection
Employee
Engagement
Employee Retention
Low Attrition
Skilled Workforce
Employee Loyalty
Large workforce
High organization’s
productivity and business
sustainability

27RESEARCH PROJECT
CHAPTER 3: RESEARCH METHODOLOGY -
3.1 Introduction
The research methodology is one of the most important chapters of the research,
which has helped in identifying the purpose of research and the most suitable research
philosophies and approaches followed. The research methodology will discuss about the
ways data has been collected and how it has been analysed for accomplishing the research
objectives properly. There are ethics that shall be maintained along with limitations that must
be overcome to ensure successful conduction of the research. The maintenance of values and
ethics have helped in maintaining the validity and reliability of the research, furthermore
allow the researcher to provide proper justification for the approaches and methods
considered while conducting the research. The positivism research philosophy is considered
here as the appropriate philosophy and explanatory design as the most suitable research
design. The data collection is based on the survey conducted to gather the responses of the
respondents and secondary data s collected by going through various journals, articles,
documents and websites (Neuman, 2013).
3.2 Research philosophy
The research philosophy has allowed for determining the source and nature of
knowledge and information along with the management of processes to conduct the research
effectively. There are different kinds of philosophies that are followed during the research
such as the positivism, post positivism, interpretivism and pragmatism. The positivism
research philosophy allows for identifying the hidden truths, determines the facts to obtain
knowledge based on the scope of observation, and enhances the scope of research (Taylor,
Bogdan & DeVault, 2015). The interpretivism research philosophy has enabled integrating
the interests of human beings with the interpretation of research components while the

28RESEARCH PROJECT
pragmatism approach to research philosophy manages the theories and concepts validated by
actions.
The positivism research philosophy is chosen here as the most effective kind of
research philosophy, because of its emphasis on a highly structured methodology to manage
the replication and generalization of data and information. The highlight of the research is the
talent management system and beliefs have been made regarding the major drivers or forces
associated with the management of talent and human resources within the banks in Bahamas,
which is the actual philosophy. The positivism research philosophy has allowed to gain in-
depth information about the talent management at these banks and identified the issue
associated with it by collecting necessary data and information (Oladapo, 2014). The findings
of the research have been justified according to the validity, reliability and generalization,
which has also helped in producing quantifiable conclusions linked with the research goals
and objectives to be achieved (Lewis, 2015).
3.3 Research design
There are different kinds of designs of research including the exploratory, explanatory
and descriptive research designs. The research design includes a set of methods and
procedures required to collect and analyse the measures of variables that have been specified
in the problem of the research. By following a research design, it has become easy to narrow
down the research and test the models and theories applied to the phenomena in the real
world (Brinkmann, 2014). The exploratory research explores the various aspects of the
research by determining the answers in what or how manner. The explanatory research design
enables explaining the research subject matter and determines the answers for the questions
regarding what, how and why. The descriptive research design allows for gaining an in-depth
analysis about the research and find out about the ways by which research has been
conducted and what has been the actual purpose behind it. In this research, the explanatory

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research design has been considered here as the most effective because of its ability to
connect various ideas and concepts and understand the cause and effect of research (Al Ariss,
Cascio & Paauwe, 2014). While conducting the research, the researcher has managed to adapt
himself with new data and gained insight about the research problem. The research problem
has been identified, i.e., the HRM issues, which has not only helped in overcoming that, but
also focused on the development of an effective talent management system for the managers
in banks of Bahamas. The explanatory research design is also useful for collecting and
analysing the primary data through the management of survey procedures. It has also helped
to obtain positive findings of the research and the researcher presented those data and
information in graphical tables and formats for easy understanding (Meyers & van Woerkom,
2014). The descriptive research design has prioritized on the conducting of research and
understood what has happened in details. This research design has filled the gaps and
understood the need for conducting the research and how it has been done. It is quite
predictable and thus a proper understanding is obtained, which facilitates improved learning
methods and research conduction appropriately. The descriptive research links the dependent
and independent variables and contributed to the successful accomplishment of research. It
has helped in creating a positive impact of the independent variable, i.e., talent management
system performance on the dependent variable, i.e., the performance at Bank of Bahamas.
Thus, the descriptive research design is selected as the most suitable research design in this
case.
3.4 Research approach
There are two types of research approaches including the inductive and deductive
research approaches. The validation of the research assumptions is made with the
management of research approaches and furthermore formulates new theories and concepts to
generalize the data and information. The research objective and hypothesis are the main areas

30RESEARCH PROJECT
focused by managing the research approaches. The inductive research approach is used for
the formulation of new ideas, theories and concepts whereas the deductive research approach
has helped in validating the research through various assumptions made in respect of the
research findings. As the research does not involve development and use of new ideas,
theories and concepts, thus the deductive research approach is considered as suitable for
conducting the research (Smith, 2015). There are existing theories and concepts that have
been assessed to gain relevant data and information regarding the research topic of effective
talent management in banks of Bahamas.
3.5 Data collection method
The collection data is an important method while conducting the research that focuses
on collecting the data and information that are needed to be analysed for the development and
testing of hypothesis. The main purpose of collecting the data and information is to make sure
that the research goals and objectives are met and the positive research outcomes have been
derived. This has also helped to obtain relevant answers to the research problems that have
arisen, furthermore used the primary and secondary data collection procedures (Choy, 2014).
The primary data collection technique involves gathering both qualitative and
quantitative data to accomplish the research effectively. The quantitative data collection
method is more dominant considering the positivist position that the researcher holds. Any
primary data of qualitative nature has not been collected while conducting the research. The
primary data includes quantitative data through management of survey with the employees of
Bahamas and by distributing survey questionnaires to the respondents. The questionnaires
provided to the samples consisted of 20 close-ended questions that are related to the
effectiveness and problems associated with the effective talent management system (Clark &
Creswell, 2014). The sampling technique has enabled selecting the right sample sizes and the
questionnaires are provided to the respondents selected as samples. The number of

31RESEARCH PROJECT
respondents selected randomly from a large group of people are 50, who are the individuals
working at the Bank of Bahamas. The quantitative data has been collected by collecting the
responses of the respondents provided in the survey questionnaires prepared and distributed
to them whereas the qualitative data is considered as the Responses. The surveys include the
likert scale; open and closed ended questions are answered by the respondents. The survey
has been managed by creating an electronic link with the participants by sending them emails
regarding the questionnaire. The responses and opinions of the production managers, line
managers, senior executives and supervisors of general staffs are considered as the qualitative
data while the quantitative data are the responses of the staffs of the banks of Bahamas
(McCusker & Gunaydin, 2015). The qualitative data collection has been possible through
assessment of answers and responses provided by the managers of the organisation and are
found in websites and news articles. As the managers are not approached during the research,
so the news articles and websites are searched to track the responses provided by them based
on the questions asked to them during interviews.
The secondary data collection is managed by searching through various authentic and
reliable sources of data and information including the journals, articles, documents,
magazines and internet websites that contain data regarding the talent management system.
There are multiple secondary sources available, which have helped in obtaining the research
relevant data and information with much ease and this enhanced the validity, reliability and
appropriateness of the research too. The collected data and information have been analysed in
the next sections of the research methodology (Anney, 2014).
3.6 Sampling technique
There are two different kinds of sampling methods and techniques including the
probability and non-probability sampling procedures. The probability sampling technique
enables random selection of samples that help in carrying out surveys where the

32RESEARCH PROJECT
questionnaires are distributed to the people who are willing to take part in the survey process.
The employees are selected through random selection where a homogenous group of people
has been selected from a large heterogeneous group of people. The Non-probability sampling
method has been considered here as suitable for conducting the research using convenience
non-probability sampling technique (Creswell & Creswell, 2017). The positivist research
does not go well with the non-probability sampling technique and thus it is more suitable to
carry out the sampling procedures by selecting respondents randomly. The number of
respondents is 50, who have been selected from the wider target population or from large
heterogeneous group of people. It is because when the sample size becomes larger, it can be
difficult to gather the most accurate data with ease. The convenient sampling technique has
allowed the researcher to arrange suitable time for the managers of the banks of Bahamas.
This has helped in interviewing the managers and obtained their responses for the questions
asked to them regarding the effective talent management system at the Banks of Bahamas.
3.7 Sample size
The population size 90 staffs of the bank of Bahamas including the line manager,
senior executives, production manager and supervisors of general staffs. However, the
samples are chosen as 50staffs for quantitative samples.
3.8 Data analysis
The analysis of data has been done by comparing the findings of the research and
analysis those to derive a good conclusion. The simple tests including the t-test and chi-
square test with the use of SPSS tool have been beneficial while the other statistical method
includes the descriptive statistic. It has summarised the data from the samples, analysed the
data and information to draw conclusions subjected to random variation. The quantitative
data is presented in the tables, graphs and in the forms of graphical formats by the researcher
for understanding those easily. The qualitative data, on the other hand, helped in providing

33RESEARCH PROJECT
responses of the questions that have been asked by the researcher to the managers of the
banks of Bahamas. The qualitative data are presented in question answer format so that it can
be easily understood and the research outcomes are derived quite easily (Cerdin & Brewster,
2014). The analysis of data not only helped in comparing the findings of the research, but has
also allowed for appropriate evaluation of whether the research objectives have been met or
not.
3.9 Reliability and validity
The evaluation of findings is done purely based on the collection and analysis of data
and information. The credibility of the research is based on various aspects including the
validity, reliability and generalisability. The validity of the data that is collected has allowed
maintaining the integrity of research related to the effectiveness of the talent management
system at the Banks of Bahamas. The secondary sources from where the data have been
gathered are authenticated and genuine, which has proved that the findings are validated and
reliable. To manage the reliability of the research, the researcher has gone through few of the
existing articles, documents, journals and internet websites for ensuring that the research
findings remain consistent and the results are accurate all throughout (Neuman, 2013). The
research materials can be used for the purpose of similar kinds of researches in the future,
which prove the generalisability of the research and the reliability of the methods and sources
of data used while conducting the research efficiently. The generalisability of data means
evaluating the research findings and conclusions based on the research study conducted on a
particular sample population. The findings of the research are applied to the different settings
that have been tested, which has further helped in understanding the main purpose of
conducting the research and meeting the expected outcomes too. The research is externally
valid, because it has described the actual and true state of the various research aspects outside
the own setting.

34RESEARCH PROJECT
3.10 Limitations
Few limitations have hindered the accomplishment of research outcomes at certain
stages of the research conduction. The limitation has been due to the experimental study, due
to which, the comparative analysis is lacking while comparing the talent management system
of the two banks included during the research. The time constraint was there, still the tasks
have been accomplished within the allocated time frame. While conducting the secondary
analysis of data, the number of journals and articles researched are limited to just 15. The
analysis would tend to bring in-depth details and information regarding the research with the
inclusion of few more research journals, articles and other secondary sources of data (Taylor,
Bogdan & DeVault, 2015).
3.11 Ethics
The values and ethics are important considerations made while conducting the
research effectively. The respondents have been informed about the research and they have
been provided with the information that the research has been conducted for academic
purposes and not for gaining any commercial benefits. To maintain proper values and ethics,
none of the participants has been forced to take part in the research. The information about
the respondents are kept confidential to make sure that information and data are kept secure
and they can be contacted afterwards for conducting researches in similar kinds of topic in
the future (Oladapo, 2014). Permissions are taken and time has been arranged according to
the convenience of the managers of the banks to ensure that they do not feel insecure or
biased while providing their responses to the queries asked.
There were few ethical issues that have arisen including lack of participation of
respondents during the survey process. To gain access to the respondents, the survey
questionnaires were sent to tem via emails and informed about the purpose of the research to
facilitate their participation. A consent form and participation information sheet has been

35RESEARCH PROJECT
used to make them know about the research and the objectives to be achieved after
conducting the research. The collection of data is done randomly and thus a homogenous
group of people has been selected from a heterogeneous group of people.

36RESEARCH PROJECT
CHAPTER 4: FINDINGS AND ANALYSIS
4.1 Introduction
This chapter provides the findings and analysis of the data collected through survey and
interview among the employees and senior staff members of Bank of Bahamas. The analysis
has been performed by considering the findings found in the literature review. To perform the
analysis, first the raw data has been converted to numerical digits and then they are presented
with graph and tables.
4.2 Quantitative Data
1. How long have you been working in the Bank of Bahamas?
Type of Options No. of Responses Percentage of the
responses
Total Respondents
6 Months- 1 year 23 46% 50
2-3 years 16 32% 50
Above 3 years 11 22% 50
Table 1: Employee Tenure
Statistical
parameters
Findings
Mean
1.76
Mode 1
Median 2
Stdev 0.796933

37RESEARCH PROJECT
46%
32%
22%
Sales
6 Months- 1 year
2-3 years
Above 3 years
Graph 1: Employee Tenure
Findings and analysis
The above presented graph helps to observe that almost 46% of the respondents have
mentioned that they have been working in Bank of Bahamas, while 22% of the respondents
have mentioned that they are working for more than 3 years. In addition, only 32% of the
respondents have mentioned that they have been in the organization for 2 to 3 years.
Even though the graph presents the data that almost 32% of people at Bank of Bahamas are
working for 2 to 3 years but this duration cannot be referred as high degree of retention
because in the literature, it was found that level of sustainability remains high when a
business is able to hold its key talents at least for 5 years. The dataset also clarifies that the
mean is mean 1 and mode is 2 which indicates that average working period at Bank of
Bahamas is less which is a significant issue for the organization.
2. What is your highest level of education?

38RESEARCH PROJECT
Type of Options No. of Responses Percentage of the
responses
Total Respondents
Bachelor Degree 21 42% 50
Master Degree 11 22% 50
Doctor of
Philosophy
8 16% 50
Other Professional
Degree
10 20% 50
Table 2: Educational Qualification of employees at Bank of Bahamas
Statistical
parameters
Findings
Mean 2.14
Mode 1
Median 2
Stdev 1.178203

39RESEARCH PROJECT
42%
22%
16%
20%
Chart Title
Bachelor Degree Master Degree
Doctor of Philosophy Other Professional Degree
Graph 2: Educational Qualification of employees at Bank of Bahamas
Findings and Analysis
The above presented graph helps to observe that almost 42% of the respondents hold the
bachelor degree while 22% of the respondents hold master degree in their respective field. In
addition, almost 16% of the respondents have mentioned that they have finished doctoral
programs. Only 20% of the respondents have mentioned that they have other professional
degree. The mode and median values derived from the statistical analysis is 1 and 2
respectively, which indicates average qualification of the employees at Bank of Bahamas is
Bachelor degree.
According to Fethi and Pasiouras (2010), banking organizations usually prefer to hire
experienced candidates, especially, the people who have worked for 2 to 3 three years in
financial sector. Thus, when it comes to talent acquisition, holding a bachelor degree may
not be enough to get placed. On the other hand, literature says that when it comes to talent
management, education qualification is treated as a mere criterion but the organizations also
have to put a lot effort to manage the talents.

40RESEARCH PROJECT
3. How much do your opinion about the work matter to your co-workers?
Type of Options No. of Responses Percentage of the
responses
Total Respondents
Matters 13 26% 50
Highly matters 19 38% 50
Neutral 3 6% 50
Does not matter 15 30% 50
Table 3: Employee’s opinion to co-workers
Statistical
parameters
Findings
Mean 2.4
Mode 2
Median 2
Stdev 1.17803
Matters Highly matters Neutral Does not matter
26%
38%
6%
30%
Chart Title
Series1 Series2 Series3

41RESEARCH PROJECT
Graph 3: Employee’s opinion to co-workers
Finding and Analysis
According to the graph presented above, almost 26% of the respondents have mentioned that
employee opinion to their co-workers matter while almost 38% of the respondents have
mentioned that their opinion to their co-workers. On the contrary, almost 30% of the
respondents have mentioned that their opinion does not matter to their co- workers. Almost
6% of the respondents remain neutral in this context. The statistical analysis indicates that
Mode and Median value is respectively 2 and 2, which indicates that most of the respondents
agree with the fact that their opinion highly matter to their co-workers in Bank of Bahamas.
As mentioned by Church et al., (2015) when an organization expects productivity from its
employees, the organization must need to create employee integrity in the workplace.
According to the literature, employee integrity can only be established when employees value
each other and value others’ opinion. In the literature, it is also found that when employee
value other’s opinion in the workplace, learning opportunity in the workplace remains broad.
Thus, it is important that employees in the workplace tend to value other’s opinion.
Nonetheless, in the case of Bank of Bahamas employee integrity is there in the workplace,
which is reflected on the percentage presented above.
4. How often do the tasks assigned to you by your supervisor help you grow
professionally?
Type of options No. of Responses Percentage of the
responses
Total Respondents
Often 12 24% 50
Very Often 14 28% 50

42RESEARCH PROJECT
Neutral 2 4% 50
Less often 22 44% 50
Table 4: Supervisor’s role in employee’s professional growth
24%
28%
4%
44%
Chart Title
Often
Very Often
Neutral
Less often
Graph 4: Supervisor’s role in employee’s professional growth
The primary data presented above indicates that almost 24% of the respondents have
mentioned that the tasks assigned to them often helps to grow professionally, while 44% of
the respondents have mentioned that tasks assigned to them hardly help to nourish and
develop their professional carrier. However, almost 28% of the respondents have mentioned
that the frequency of assigned tasks helping to grow the professional carrier is high. Only 4%
of the respondents remain neutral in this context.
The current professional development opportunity at Bank of Bahamas is limited as median
value 2 which proves that a large percentage of employees do not find appropriate career
growth opportunities. Most of the theories and models discussed in the literature confirm that

43RESEARCH PROJECT
to retain or hold employees, it is highly necessary for a business or organization to provide
staff members with appropriate career growth opportunities. Gelens, et al., (2014) in their
talent management study mentioned about the fact that an employee can leave a business
contact when he/she does not have a good platform for career development. Bank of
Bahamas is not able to provide employees with appropriate career growth opportunity.
5. How many opportunities do you have to get promoted where your work?
Type of Options No. of
Responses
Percentage of the
responses
Total Respondents
Few opportunities 15 30% 50
Many opportunities 11 22% 50
Very less opportunities 24 48% 50
Table 5: Employee Opportunity for receiving promotion
Statistical
parameters
Findings
Mean 2.18
Mode 3
Median 2
Stdev 0.873417

44RESEARCH PROJECT
Few opportunities Many opportunities Very less opportunities
30%
22%
48%
Chart Title
Series1 Series2 Series3
Graph 5: Employee Opportunity for receiving promotion
Findings and Analysis
The data findings indicate that almost 48% of the respondents have mentioned that Bank of
Bahamas provides a very limited opportunity for promotional growth while 22% of the
respondents have mentioned that company provides many promotional opportunities. On the
other side, almost 30% of the respondents have mentioned that they receive few opportunities
for receiving promotional growth in the company.
A study performed by Fu and Deshpande (2014) helps to derive the fact that employee
satisfaction level may hamper when they do not receive essential and required opportunity
such as promotion from their employers. It is universally known that in order to gain desired
outcome from the employees, the employers have to take care of the basic needs of
employees. So, when employees do not receive appropriate promotional opportunity, they
might think of switching their employers. Thus, many papers in the literature provide the
similar fact that employees’ basic needs should be fulfilled to increase a long-term contract
with employees and to reduce the level of attrition.

45RESEARCH PROJECT
6. How likely are you to look for another job outside the company?
Type of Options No. of Responses Percentage of the
responses
Total Respondents
Likely 20 40% 50
Very likely 9 18% 50
Less likely 21 42% 50
Table 6: Employee’s intention to switch to another job
Statistical
parameters
Findings
Mean 2.02
Mode 3
Median 2
Stdev 0.914509
40%
18%
42%
Chart Title
Likely
Very likely
Less likely

46RESEARCH PROJECT
Graph 6: Employee’s intention to switch to another job
The graph indicates that almost 42% of the respondents are less likely to switch their job
while 40% of the respondents are likely to switch to another job and only 18% of the
respondents are very likely to switch their job to another. The statistical calculation indicates
that the Mode and Median is respectively 3 and 2 which means most of the respondents agree
with the fact that most of the people are likely to switch their job to another. The standard
deviation is found to be around 0.99, which means that the chance of deviation of responses
is less.
Kakara, Raziq, and Khan (2015) mentioned that when the employers help people to grow and
develop, the result is a winning trifecta. This means knowledge workers find fulfilment and
the customer experience is magnified; thereby the business thrives in rapidly changing
economies. The studies in the literature also provide the fact that efficient leaders ensure that
the workplace keeps people advancing by keeping them into new career path and allowing
them experiencing new roles and responsibilities in the workplace. When the employees tend
to grow, their productive capacity also increases. However, in Bank of Bahamas, according to
the data findings, the employees are supposed to leave their current position and switch to
other employers because they do not receive appropriate growth opportunity and knowledge
development programs.
7. How effective is the training you receive from your supervisor?
Type of Options No. of Responses Percentage of the
responses
Total Respondents
Highly effective 13 26% 50
Effective 17 34% 50
Less effective 11 22% 50

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Not effective at all 9 18% 50
Table 7: Effectiveness of training provided to employees
Statistical
parameters
Findings
Mean 2.7
Mode 2
Median 2
Stdev 1.5017
26%
34%
22%
18%
Chart Title
Highly effective
Effective
Less effective
Not effective at all
Graph 7: Table 7: Effectiveness of training provided to employees
Findings and Analysis
The above presented graph indicates that almost 34% of the respondents have mentioned that
that the training they receive from their supervisors are effective while 26% of the
respondents have mentioned that training they receive from the supervisors are less effective

48RESEARCH PROJECT
but almost 18% of the respondents have mentioned that the received training is not at all
effective. The statistical analysis conducted here indicates that Mode and Median are
respectively 2 and 2.
According to the findings of the article, Al Ariss, Cascio and Paauwe (2014) training and
development programs are highly necessary to manage talents in the organization. As the
market has become dynamic, market needs are changing rapidly; thereby, the employees are
supposed to learn new skills. So, training and development program is highly required. The
literature also provides the findings that lack of training and skills development programs can
lead to organization’s productivity loss. Training and development is a part of talent
management program; so, it is necessary for every organization to give importance to training
and development program.
8. How consistently does your supervisor reward employees for good work?
Type of Options No. of Responses Percentage of the
responses
Total Respondents
Consistently 11 22% 50
Very Consistently 10 20% 50
Occasionally 25 50% 50
Never 4 8% 50
Table 8: Employee Reward policy
Statistical
parameters
Findings
Mean 2.44
Mode 3

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Median 3
Stdev 0.92934
22%
20%50%
8%
Chart Title
Consistently Very Consistently Occasionally Never
Graph 8: Employee Reward policy
Findings and analysis
The graph indicates that almost 50% of the respondents have mentioned that they receive
rewards on an occasional basis while 22% of the respondents have mentioned that they
receive employee rewards consistently and almost 20% of the respondents have mentioned
that they receive rewards very consistently. Almost 8% of the total respondents remain
neutral in the context. The statistical analysis indicates that Mode and Median are 3 and
standard deviation is around 0.91 which clarifies that risk of deviation is less in this context.
According to Bethke-Langenegger, Mahler and Staffelbach (2011) employee rewards policy
is a significant aspect of talent management and talent acquisition. In order to satisfy the
needs of the employees, it is necessary for the company to provide employees with

50RESEARCH PROJECT
appropriate rewards. The organization also needs to provide the rewards when the business is
profitable. According the articles discussed in the literature, there could be many situations
where the employees take extra initiatives which prove to be effective for the business.
Hence, the organization also needs to provide employees with the rewards for the extra
initiatives.
9. How many hires does your company or team expect to make in the next 12 months?
Type of options No. of Responses Percentage of the
responses
Total Respondents
0-25 9 18% 50
26-100 19 38% 50
101- 250 12 24% 50
251-300 10 20% 50
Table 9: Company’s expectation on hires on coming next month
Statistical
parameters
Findings
Mean 2.46
Mode 2
Median 2
Stdev 1.014386

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0-25 26-100 101- 250 251-300
18%
38%
24%
20%
Company’s expectation on hires on coming
next month
Series1 Series2 Series3
Graph 9: Company’s expectation on hires on coming next month
Findings and Analysis
The graph indicates that almost 38% of the respondents have mentioned that they expect the
company to hire 26 to 100 individuals in the coming month, while 24% of the respondents
have mentioned that Bank of Bahamas expects 101-250 hires in the coming month and 20%
of the respondents have mentioned that they expect 251-300 people. However, only 18% of
the respondents mentioned that their organisation is going to hire at least 25 people in the
coming month. Mode and Median derived from the statistical analysis are 2 and the standard
deviation is around 1 which indicates risk of response deviation is less in the context.
A study performed by Cerdin and Brewster (2014) when it comes to hiring talent, it is
necessary for the organization to consider talent acquisition program. This means the
organizations need to develop or arrange talent acquisition program to manage talent. Hiring
a required number of employees is not the only job that organization is supposed to perform.
In addition, it is also found in the literature that hiring process should not depend on one
single procedure; there should be many transparent procedures that a candidate must go

52RESEARCH PROJECT
through. However, the dataset indicates that current employee base at Bank of Bahamas is
not broad enough to fulfil its desire target or derive the desired target. So, according to the
previous studies presented in the literature, the organization needs to focus on talent
acquisition program when hiring new talents.
10. On average, how much does your business or team invest annually on talent
acquisition program?
Type of Options No. of Responses Percentage of the
responses
Total Respondents
€10,000-€50,000 21 42% 50
€50,000-€150,000 9 18% 50
€150,000-€300,000 11 22% 50
€300,000-€500,000 9 18% 50
Table 10: Company’s investment on talent acquisition program
Statistical
parameters
Findings
Mean 2.16
Mode 1
Median 2
Stdev 1.16689

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42%
18%
22%
18%
Chart Title
€10,000-€50,000
€50,000-€150,000
€150,000-€300,000
€300,000-€500,000
Graph 10: Company’s investment on talent acquisition program
The data presented above clearly indicates that almost 42% of the respondents have
mentioned that the organization is going to invest €50,000- €150,000. In addition, almost
22% of the respondents have mentioned that Bank of Bahamas is going to invest€150,000-
€300,000. Likewise, almost 18% of the respondents have mentioned that their organization is
going to invest €300,000-€500,000. The statistical analysis indicates that mean and mode are
1 and 2. The standard deviation is around 1.166.
As put forward by Dries (2013) if business wishes to hire new talents, it has to segregate its
investment. The data findings indicate that Bank of Bahamas is determined to make
investment in talent acquisition. Presently, the organization is facing the issues of high
employee turnover rate, which needs to be addressed by applying this new hiring policy.
11. When thinking about Talent Acquisition Channels, what comes to mind?
Type of options No. of Responses Percentage of the
responses
Total Respondents

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Not 100% what this
actually mean
11 22% 50
Finding skilled
human labour
21 42% 50
Hiring of specialists 18 38% 50
Table 11: Talent Acquisition Channels
Statistical
parameters
Findings
Mean 2.14
Mode 2
Median 2
Stdev 0.756199
Not 100% what this
actually mean Finding skilled human
labour Hiring of specialists
22%
42%
38%
Talent Acquisition Channels
Series1 Series2 Series3

55RESEARCH PROJECT
Chart 11: Talent Acquisition Channels
Finding and Analysis
The above presented graph helps to observe that when it comes to talent acquisition channels,
42% of the respondents have mentioned finding skilled human labour first comes in mind
while almost 38% of the respondents have mentioned that hiring of specialists first comes in
mind and 22% of the respondents have mentioned that they are not actually sure what exactly
it means. The statistical analysis indicates Mode and Median are respectively 2 and the
standard deviation is 0.75 which is near 1 and indicates that chance of deviation from
presented findings to another is less.
Farndale et al., (2014) and Farndale, Scullion and Sparrow (2010) provide the fact that talent
can be acquired from several channels as technology has rapidly been developing; so, now
marketers have easy ways –digital media platform as the recruitment channels to acquire
talent. So, according to the concept provided in the literature, at the time of utilizing the talent
acquisition channels, the organizations mainly aims to find the skilled labour that meet their
organizational needs. Talent acquisition not only focuses approaches are not only applied for
finding specialists but also it pays attention hiring real talents for the effectiveness of the
business. Thus, talent acquisition does not only refer to finding specialist; it may include
other aspects of talent acquisition initiative.
12. What functions does your company use in current recruitment process?
6 Months No. of Responses Percentage of the
responses
Total Respondents
Video Interviewing 6 12% 50
Technical testing 8 16% 50
START interview 11 22% 50

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Talent Scorecard 5 10% 50
Psychometric
testing
10 20% 50
Presentation 3 6% 50
Role Play 5 10% 50
Panel interviewing 2 4% 50
Table 12: Functions in the current recruitment process at Bank of Bahamas
Statistical
parameters
Findings
Mean 3.88
Mode 3
Median 3.5
Stdev 1.996323
Video Interviewing Technical testing START interview Talent Scorecard
12%
16%
22%
10%
Functions in the current recruitment process
at Bank of Bahamas
Series1 Series2 Series3

57RESEARCH PROJECT
Graph 12: Functions in the current recruitment process at Bank of Bahamas
Findings and Analysis
The above presented graph and table indicates that almost 12% of the respondents have
mentioned that video interviewing process is one of the significant recruitment channels at
Bank of Bahamas. In addition, almost 16% of the respondents have mentioned technical
skills are usually examined in a candidate; therefore, technical testing is there in the
recruitment process. Almost 22% of the respondents have mentioned that interviewing
process is a significant method of recruitment while 10% of the respondents have mentioned
that talent scorecard is mostly used in the recruitment process. There are more responses in
the table but not presented in the graph- such as almost 20% of the respondents have
mentioned that psychometric test is usually used in the recruitment process. In addition to
this, 10% of the respondents have also mentioned that role play is a significant recruitment
process often used by the interviewers.
The findings of the study performed by Gelens et al., (2014) talent acquisition are broad
method requiring strategies and technology. Today, most of the businesses prefer to use
technology to hire or acquire talents. Business needs talents and as technology is there, the
organizations need to use broad functions in the recruitment process. When an organization
broadens its recruitment functions, the organization can observe different kind of talents that
can be used for the effectiveness of the business. In addition to this, as digital media channels
provide easy ways to hire talents and banking activities are usually done by using internet
technology, the organizations can pay attention to technology when it comes to hiring or
acquiring talents.
13. What % of your ‘Line Manager’ time is spent on Talent Management activities?
Type of options No. of Responses Percentage of the Total Respondents

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responses
10% 21 42% 50
25% 11 22% 50
50% 8 16% 50
75% 10 20% 50
Table 13: Amount of Time “Line Manager” spent on Talent Management Activities
Statistical
parameters
Findings
Mean 2.14
Mode 1
Median 2
Stdev 1.178203
42%
22%
16%
20%
Chart Title
10%
25%
50%
75%

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Graph 13: Amount of Time “Line Manager” spent on Talent Management Activities
Findings and Analysis
The graph presented above implies that almost 42% of the respondents have mentioned that
Line manager hardly spend 10% of total working time on talent management activities, while
22% of the respondents have mentioned that Line manager spends 25% of the total time on
talent management activities. However, almost 16% of the respondents have mentioned that
Line Manager spends 50% of their working time on talent management. From the statistical
analysis, median and mode is found to be 1 and 2 respectively and the standard deviation is
around 1.77 which indicates that chance of deviation in the response found is high.
The finding of the literature is slightly different from the data findings derived from the
primary data collection process. The literature says that it is highly necessary for the human
resource department or the line manager to pay attention or spend time on talent management
activities. Line manager usually take the responsibility of keeping talent in place by forming
different talent management activities. The Line Manager has to keep the track of how
employees are performing, whether they are lagging behind the target or identify if anyone is
underperforming. The Line Manager also has to take care of employee skills and talent
development activities; thereby, the line manager has to spend a large amount of time on
talent management.
14. How does Bank of Bahamas presently manage its talent acquisition strategy?
6 Months No. of Responses Percentage of the
responses
Total Respondents
In house 11 22% 50
Outsourced 13 26% 50
Mix of both 26 52% 50

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Table 14: Present Talent Acquisition Strategy
In house Outsourced Mix of both
22%
26%
52%
Present Talent Acquisition Strategy
Series1 Series2 Series3
Graph 14: Present Talent Acquisition Strategy
Statistical
parameters
Findings
Mean 2.3
Mode 3
Median 3
Stdev 0.814411
Findings and Analysis
The above presented graph helps to observe that almost 52% of the respondents have
mentioned that organization pays attention to in house talent management activities, while
26% of the respondents have mentioned that when it comes to talent acquisition strategy,
organization pays attention to “outsourcing” strategy. However, almost 50% of the
respondents have mentioned both in house and outsourcing strategy are used to manage talent

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management activities. The statistical analysis indicates that median and mode 3 and standard
deviation is around 0.88 which is near 1 indicating that chance or risk of deviation of
response is less.
As mentioned by Al-Emadi, Schwabenland and Wei (2015) there are several specifications in
house talent management activities. For example, the personal specification may include
Bachelor’s Degree in Human Resource, years of proven record of delivering an in-house,
expert level search skills and techniques and capability to deliver in a fast paced highly
commercial environment at an international scale. In addition to this, there are many more
specifications with respect to in talent management. On the other hand, Dmitrieva et al.,
(2014) also talks about the fact that some large business prefer to hire talent from other
nations. However, according to the findings of the literature, outsourcing process is costly.
The organization has to make large investment in outsourcing of talents. In addition, some
articles in the literature have mentioned that organizations in the banking sector mostly prefer
to hire regional talents. Compared to outsourcing and recruiting regional talents, in house
talent management is less costly. Thus, it is wiser for Bank of Bahamas to focus on in house
talent management strategies.
15. What talent management programs your company have for employees?
Type of Options No. of Responses Percentage of the
responses
Total Respondents
Periodical Training
and development
session
23 46% 50
Onsite program 13 26% 50
Performance
management
14 28% 50

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Table 15: Talent Management Program of Bank of Bahamas
Statistical
parameters
Findings
Mean 1.82
Mode 1
Median 2
Stdev 0.84973
46%
26%
28%
Chart Title
Periodical Training and
development session
Onsite program
Performance management
Graph 15: Talent Management Program of Bank of Bahamas
Findings and Analysis:
The graph indicates that almost 46% of the respondents have mentioned that organization
Bank of Bahamas provides periodical training and development session for developing and
managing talents, while 26% of the respondents haver responded that organization has on site
program for managing and keeping talent and 28% of the respondents have mentioned that

63RESEARCH PROJECT
Bank of Bahamas develops performance management strategy to manage and nourish talents
in the workplace. The statistical analysis indicates that mode and median are respectively 1
and 2; standard deviation is 0.83, which means of chances of response deviation is less.
According to Farndale, Scullion and Sparrow (2010) any business or organization has to
make its own talent management strategies to retain their talents. Thus, training is a
significant method for managing talent because employees are supposed to perform a large
set of job responsibilities; so, training and development comes first in the priority order.
Literature also says that periodical training often helps employees to learn new skills and
knowledge. When working in an organizational setting, the employees’ communication is
highly required and employees often lack these communication skills; thereby, the periodical
training helps to brush up those skills. In addition to periodical training, onsite program is
also an effective strategy to manage talent but it was studied in the literature that onsite
program is generally managed by large business. Organizations in the banking sector does not
usually organize onsite training program.
16. Do you think that current strategy is going to deliver the Talent Company requires
in next 12 months?
Type of options No. of Responses Percentage of the
responses
Total Respondents
YES 15 30% 50
NO 32 64% 50
Neutral 3 6% 50
Table 16: Capability of present strategy of talent at Bank of Bahamas
Statistical
parameters
Findings

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Mean 1.76
Mode 2
Median 2
Stdev 0.555492
YES
NO
Neutral
0% 10% 20% 30% 40% 50% 60% 70%
30%
64%
6%
Capability of present strategy of talent at
Bank of Bahamas
Series3 Series2 Series1
Graph 16: Capability of present strategy of talent at Bank of Bahamas
Findings and Analysis:
The data presented above indicates that almost 64% of respondents have mentioned that
current strategy of talent management does is not capable enough to deliver the talents
required in coming 12 months while 30% of the respondents have mentioned that the strategy
is effective enough to deliver the talent in the coming months. Almost 6% of the respondents
remained silent in this context. The mode and median derived from the statistical analysis are
found to be 2 and 2. The standard deviation is 0. 55. The standard deviation indicates that risk
of deviation of response is less.

65RESEARCH PROJECT
According to the findings of the literature, one single strategy for talent management may not
be effective because market needs and demands are rapidly changing; thus, talent
management strategy should also be developed as per the market needs. Current strategy of
Bank of Bahamas is not effective enough, which is reflected on the current employee
turnover rate. Talent management strategy has to be developed as per the needs of the market.
17. Please rate the level of importance of the following elements in achieving employee
satisfaction?
Type of options No. of Responses Percentage of the
responses
Total Respondents
Financial reward
or bonuses and
good salaries
11 22% 50
Seminars and
Training activities
9 18% 50
Mentorship and
talent management
12 24% 50
Assured job
securities
10 20% 50
Observation of
human rights
8 16% 50
Table 17: Level of importance in employee satisfaction
Statistical
parameters
Findings
Mean 2.9
Mode 3

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Median 3
Stdev 1.38873
Financial reward or
bonuses and good salaries Seminars and Training
activities Mentorship and talent
management Assured job securities
22%
18%
24%
20%
Level of importance in employee satisfaction
Table 17: Level of importance in employee satisfaction
Findings and Analysis
The graph indicates that almost 22% of the respondents have mentioned that to satisfy the
employees, the organization needs to pay attention to financial reward, bonus and good
salaries. On the other hand, almost 18% of the respondents have mentioned that organization
should pay attention to seminars and training activities because employees can learn many
new skills and gain knowledge from such activity. In addition to this, almost 24% of the
respondents have mentioned that business should include mentorship and talent management
when it comes to employee satisfaction, while 20% of the employees have mentioned that
organization should provide employees with assured job securities.

67RESEARCH PROJECT
Even though the data findings have mentioned about different aspects for satisfying
employees but according to the literature, to satisfy an employee, the business must fulfil the
basic needs such as appropriate pay structure and reward program, appropriate training
program for learning and suitable career growth opportunities.
18. Which philanthropic activities does your bank arrange for? Please select all that
apply
Type of options No. of Responses Percentage of the
responses
Total Respondents
Talent
management
8 16% 50
Awarding
education and
scholarship
15 30% 50
Free medical
services
14 28% 50
Community
Cleaning
13 26% 50
Table 18: Philanthropic activities at Bank of Bahamas
Statistical
parameters
Findings
Mean 2.64
Mode 2
Median 3
Stdev 1.045105

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16%
30%
28%
26%
Chart Title
Talent management
Awarding education and
scholarship
Free medical services
Community Cleaning
Graph 18: Philanthropic activities at Bank of Bahamas
Findings and Analysis:
The above graph implies that almost 16% of the respondents have mentioned that currently
the organisation arrange talent management as their philanthropic activities, while 30% of the
respondents have mentioned that awarding education and scholarship and 28% of the
respondents have mentioned that free medical service is the only philanthropic activities.
Almost 26% of the respondents have mentioned that Bank of Bahamas conduct community
cleaning activities as their philanthropic activity and almost 28% of the respondents have
mentioned that free medical service provided by Bank of Bahamas.
19. Please rate the degree of importance of the following elements in achieving long-
term employee retention?
Type of Options No. of Responses Percentage of the
responses
Total Respondents

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Training and
Development
21 42% 50
Representation to
the boards
6 12% 50
Consultation and
participation in
decision-making
process
8 16% 50
Structured
employee benefits
15 30% 50
Table 19: Importance of elements in employee retention
Statistical
parameters
Findings
Mean 2.34
Mode 1
Median 2
Stdev 1.303214

70RESEARCH PROJECT
42%
12%
16%
30%
Chart Title
Training and Development
Representation to the boards
Consultation and participation in
decision-making process
Structured employee benefits
Graph 19: Importance of elements in employee retention
Findings and Analysis
The graph indicates that 42% of the respondents have mentioned that training and
development is one of the significant elements in employee retention, while 30% of the
respondents have mentioned that structured employee benefits should be introduced as a
significant element in employee satisfaction. In addition, 16% of the respondents have
mentioned that consultation and participation in decision-making process is an important
element of employee retention.
20. What are the areas, according to you, need to be developed in talent management
program arranged by Bank of Bahamas?
Type of options No. of Responses Percentage of the
responses
Total Respondents
Training and
development
16 32% 50

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Compensation 12 24% 50
Career growth
opportunities
10 20% 50
Talent acquisition 12 24% 50
Table 20: Areas in Talent management need to be developed
Statistical
parameters
Findings
Mean 2.36
Mode 1
Median 2
Stdev 1.173865
T r a i n i n g a n d
d e v e l o p m e n t
C o m p e n s a ti o n C a r e e r g r o w t h
o p p o r t u n i ti e s
T a l e n t a c q u i s i ti o n
32%
24%
20%
24%
Areas in Talent management need to be
developed
Graph 20: Areas in Talent management need to be developed
Findings and Analysis

72RESEARCH PROJECT
The data presented above implies that almost 32% of the respondents have mentioned that
training and development program need to be developed and almost 24% of the respondents
have mentioned that compensation policy in the company is not effective enough while 20%
of the respondents have mentioned that Bank of Bahamas has limited career growth
opportunities. Almost 24% of the respondents have mentioned that presently talent
acquisition program in the organization is not effective enough.
The finding of the literature implies that in order to gain success in business, the organization
need to take care of its workforce. If the employees are not skilled enough, the business may
not be able to gain its desired outcome. Thus, training and development, career growth
opportunity, compensation and rewards should be provided to the employees.

73RESEARCH PROJECT
CHAPTER 5: CONCLUSION AND RECOMMENDATION
5.1 Conclusion
From the above analysis it could be stated that this research study has successfully identified
the key drivers associated with the talent management at the managerial level. It has been
evaluated that here are several challenges that the organisations are facing in retaining and
managing the talents. The importance of talent management in every organisation has been
discussed in this study in order to assess the existing gaps that are prevailing in between the
required talent management plan in the Bank of Bahamas as well as the procedure that has
been followed in there. In this context, it is to state that the managers play a vital part in
managing and retaining talents in their respective organisations as because of the fact that
they play the role of spokespersons for both the employees as well as the shareholders of the
companies. They help in maintaining the interests of the business along with the working
personnel and directing them in the time of crisis. However, this research paper has also shed
light on the importance of developing talent pool program for avoiding the contemporary
occurrence of the business failure. Several steps are been introduced in the study as strategies
to be followed by the organisation and they are making arrangements for attracting talents,
development of the talents and retention of the talents. It is to be noted that the business
should find out the “potentials”, generate a talent pool for business level and a proper plan to
avoid the disruption of work due to unexpected departure of critical position holders.
Furthermore, the fundamental concept derived from this study is that talent management
remains as the assessment and development of talents of the employees. Also, ranks and
status in the organizations carry a lot of weight. Nonetheless, it is worth mentioning that time
is changing and employee integrity is becoming highly significant to future workforce
compared to authority and ranks. As because of the fact that the global banks tend to face

74RESEARCH PROJECT
excellent pressure on the profitability in an extremely competitive Australia and European
sector, the organizations are constantly seeking to source high quality talent from more
capital efficient locations. The organizations are developing their presence in the emerging
economies of India and other Asian nations but here India is being the prime locations. The
findings from the above discussion imply that customer satisfaction as well as achievement of
objective remains the most valuable of talent acquisition and press advertisement remains the
best source of talent acquisition. It is also to note that businesses believe that a lack of quality
information makes it very challenging to predict the strategic talent requirements and plan
ways for satisfying the demands in a timely and cost effective manner. It has also been
assessed that the business in which the talent management is associated with the
organizational strategy have an average project success rate of about seventy two percent,
while the businesses in which talent management is not effectively linked with the
organizational strategy and this is having an average project success rate of fifty six percent.
5.2 Recommendations
 Creating a right culture within the organization so that the employees would feel a
strong bond with the company. Communication is the key to success. Hence,
encouraging communication in the workplace also result in increasing the level of job
satisfaction among the employees.
 The small businesses frequently struggle hard to compete with the larger
organizations in supplying with good benefits to the employees. However, it is not
mandatory to beat the big corporations in the options that you offer but it is important
to ensure that the employees are getting better benefits and offers that they are not
likely to get anywhere else. Some of the examples of such benefits include- providing
the benefit of work from home for at least two days a month and providing more
flexible vacation offerings along with performance bonuses.

75RESEARCH PROJECT
 Providing the employees with proper training opportunities will go a long way. It is to
note that personal accomplishment secures the top most position in the Maslow’s
pyramidal hierarchy of need and therefore, it is not at all surprising that most of the
human beings develop thirsts for continuous development and learning. Providing the
employees with training opportunities would give them a chance of deepening their
knowledge and skills as well as get specialized in a particular field in which they
enjoy.
 Providing with appropriate and constructive feedbacks to the employees and talents in
the organization encourages them to do their work better. They are often seen as
recognition when they positive and constructive. It also makes the employees satisfied
and gives them opportunity to learn about the various challenges that they are
confronted to.
 Furthermore, creating and encouraging a team spirit is also a very important to
motivate the employees due to the fact that work is always collaborative in nature.
Hence, having a positive energy flow in between the co-workers is very important.
This is flow is always based on good and healthy communication along with good
tools that assist and support it.
 Lastly, it is also very important to take care about the well-being of the employees as
because of the fact that well-being is always synonymous to health mind. Hence,
psychology is a very crucial element that needs to be understood in order to ensure
effective and productive human resource management. Just a simple gesture and
proofs of recognition in the company such as a healthy smile during the morning, a
productive and constructive compliment or just providing the co-workers with an
attentive ear could go a long way. With the same, providing guarantees of medical
care and retirement support to the employees are some of the best examples that could

76RESEARCH PROJECT
surely help in preserving the mental health of the workers along with their families. It
is also to be mentioned in this context that financial security too brings a peace of
mind that is necessary for the employees and the workers to focus their minds on their
work.
Action Plan
Key
recommendat
ions
Roles and
responsibilities
Time frames Cost
implications
Potential
benefits
Creating a
right culture
within the
organisation
 Transparency
 Empowerment
 Sense of
freedom
 Physical space
 Good
organizational
design
Continuous Moderate increasing the
level of job
satisfaction
ensure that the
employees are
getting better
benefits
 benefit of work
from home
 providing more
flexible
vacation
offerings
 Performance
bonuses.
1 month High Increase the level
of satisfaction
and motivation
for working for
the organisation
Providing with  Accountability Continuous Very Low Ensure employee

77RESEARCH PROJECT
appropriate
and
constructive
feedbacks to
the employees
and talents
and
transparency
 Constructive
approach
 Giving negative
feedbacks
personally
Short term-
approaching
employees to give
them feedback
Mid-term- Online
feedback
Long term- giving
feedback and
monitoring the
changes
satisfaction and
give them
opportunity to
learn various
challenges that
they are
confronted to
proper training
opportunities
 Onboard
training
 Technical skills
development
training
 Soft skills
development
training
 Products and
service training
Continuous High Provide them
chance of
deepening their
knowledge and
skills
creating and
encouraging a
team spirit
 Communication
 Understanding
individual
strengths and
Continuous Quite high Positive energy
flow and Good
communication
among the co-

78RESEARCH PROJECT
weaknesses
 Assigning
mentors
 Praising every
one
 Conducting
parties
workers.

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