A Contextual Talent Management Framework for the Mining Sector in South Africa

Description

DOI: https://doi.org/10.5281/zenodo.18322943

Reginald Mulalo Ndwamai¹, Tlabo Raymond Leboho², Khathutshelo Khashane³, and Modimowabarwa Kanyane⁴ (Department of Human Resource Management and Labour Relations, University of Venda, South Africa^1,2,3 and Faculty of Management, Commerce and Law, University of Venda, South Africa⁴)

The mining industry represents one of the most significant sectors in the South African economy; however, it continues to encounter substantial and ongoing challenges in managing its workforce. High employee turnover, difficult working conditions, restricted career advancement, and dissatisfaction among employees all contribute to an increasing demand for improved talent management strategies. Conventional, uniform models frequently fail to address the distinct realities of mining operations, especially in remote, resource-limited, and heavily regulated settings. This paper introduces a novel, practical framework specifically tailored for the mining context. The model emphasizes three critical components: aligning talent strategies with the organisation’s objectives, actively engaging stakeholders in the process, and comprehending how employees perceive fairness, recognition, and support. By integrating these three aspects, the framework provides a more balanced, people-oriented approach to attracting, retaining, and developing talent. Additionally, the paper delineates practical measures for implementing the model and underscores its potential to enhance retention, bolster engagement, and foster a healthier workplace culture. Limitations and avenues for future research are also examined, ensuring that the framework can adapt to the evolving needs of the sector.