Pa ge 1 Pa ge 13 0 American Journal of Multidisciplinary Research and Innovation (AJMRI) Talent Management Program in a State University and College (SUC) Jose Marlon J. Refuncion Jr.1* Volume 3 Issue 4, Year 2024 ISSN: 2158-8155 (Online), 2832-4854 (Print) DOI: https://doi.org/10.54536/ajmri.v3i4.3229 https://journals.e-palli.com/home/index.php/ajmri Article Information ABSTRACT Received: June 20, 2024 Accepted: July 25, 2024 Published: July 30, 2024 The study intends to find out the existing Talent management program and practices of SUC and determine the extent of implementation of Talent management. The researcher used simple random sampling results of about 142 employee-respondents and it was held in Samar State University. A descriptive-evaluative survey design was used to assess the talent management practices and strategies presently implemented within the locale of the study. Talent management practices of the SUC resulted from the majority of various ‘yeses’ in the form of frequency. Employee engagement practices, suggestion boxes, and training Needs Survey resulted in 138 (95.50) and 114 (80%) yeses from the employee-respondents. It was emphasized that work ethic 121 (85%) and job expertise 121 (85%) are the major characteristics that define talent. It was also suggested that strategies of SUC must provide training and development (87.50%), rewards, and bonuses (77.50%). The study also found out that informal succession planning is exercised with a rating of 80% or 114, thus formal succession management of talents must be implemented. SUC Support in pursuing a doctorate of employees has a compelling score of 110 (77.50%). The majority of employee respondents choose incentives (128 (90%) as monetary and training and development opportunities, and 103 (72.50%) as non-monetary rewards as part of their reward and recognition. The extent of implementation of talent management strategies, and process improvement results to ‘significantly implemented’ except for one ‘company process help work improvement was only ‘moderately implemented’. In management improvement, all resulted in ‘significantly implemented’ same as to work environment improvement. The Researcher suggests that these talent management strategies must be fully implemented as an anchorage for the success of talent retention and the satisfaction of employees within SUC. Keywords Talent Management, Talent Management Practices, Talent Management Strategies, Talent Retention, Reward, Recognition, Motivation, Process, Management, Work Environment, Improvement Catbalogan City, Samar INTRODUCTION Talent management is essential for success in molding the office, human resources, and performance itself. The vast struggles of the companies mainly to initiate the engagement and retention of high-level professionals’ talents, improve management, and have a strong culture of excellence, redesigning what people feel to be empowered through the use of their talents and skills to the organization and manager’s need to restructure their talent management program to sustain star quality employees that is a major use in a particular organization. In the context of an innovative economy, talent management decisions become effective in changing situations (Iscandarov, 2018) by developing talents and capabilities by capacitating individuals to be position- ready and boosting organizational productivity to a competitive advantage (Sujatha, 2020) and this is by efficiently utilizing talents as a key tool (Horváthová, 2011) to develop employees continuously, make use of it and retain them as an asset to the company (Orlova et al, 2015). Talent management is defined as an exclusive form of workforce management (Gallardo‐Gallardo, Dries, & González‐Cruz, 2013). Hiring managers usually make it hard for them because landing key talent is hard to acquire and varies in the first place and there is no assurance that the skills you need will be available and even if that is included in their qualification disclosed is not certain if productivity and use of skills will be at a higher/beyond expectations. According to (Gelens et al., 2014) their research suggests the identification of talents is related to a positive attitude of employees and employer and employee perceptions about talent can be problematic (Sonnenberg et al., 2014). Communication is also an important medium of the way workers think that talent potential must be unleashed by the way supervisors do with their talent management strategies that counters the problem of several organizations that don’t communicate to talent about their special status to their employees (Dries & De Gieter, 2014). The study also reveals that the “talent” of employees considered by their employer is more to become potential future leaders (Gallardo- Gallardo et al., 2013). Managers’ interaction with their employees plays a vital role as they must provide teamwork, good relationships, and synergy among the departments as one holistic organization with a unity of direction and command. Some of the traditional managers think that without them, there can be no employees, but in the sense of their leadership “there can be no managers if there were no employees/subordinates”. Employees’ satisfaction is one of the factors that are perceived to have happy employees 1 College of Arts and Sciences at the Samar State University, Catbalogan City, Samar Philippine * Corresponding author’s e-mail: josemarlon.refuncion@ssu.edu.ph Pa ge 13 1 https://journals.e-palli.com/home/index.php/ajmri Am. J. Multidis. Res. Innov. 3(4) 130-137, 2024 and these employees are the ones who are productive which leads to the organization’s talents it is like resources that are sometimes neglected or unrecognized by the managers. Talent management challenges and issues become more and more obvious along with retention of employees, performances, and strategic management (Saadat, 2016) and by clearly showing and cascading the importance of employee engagement enhancement, talent management roles, and improving organizational productivity as a proper dynamic process in managing talents as suggested by Hongal and Kinange (2020). Chethana (2023) and Baporikar (2019) accentuate the primary problem of talent management, which is the employee’s lack of motivation and undervalued skills, which are the common factors that lead to ineffective talent management. With this Higher Educational Institution (HEI) lens, faculty or academic employees valuing talents employing small recognition fits well in their capacity and self-motivation to achieve milestones of their success, which Pol and Patil (2015) also encourage that there must be a shift in the approach recognizing the faculty as a most valuable resource of the organization, and with this, the company will hold employees at the best of their performances. Factors affecting talent management as may vary according to the management involved, structural and environmental factors in SUC. Objectives 1. To find out the existing talent management program and practices in a HEI as to: 1.1. Employees engagement 1.2. Detaining and Retaining Top/Key Talent 1.3. Succession Planning 1.4. Training and Development 1.5. Reward and recognition 2. Determine the extent of implementation of talent management strategies in HEI in terms of: 2.1. Process Improvement 2.2. Management Improvement 2.3. Work Environment Improvement METHODOLOGY Research Design The researcher utilized a descriptive-evaluative survey design to assess the talent management program existing in the respondent of SSU employees of the talent management program, practices, and strategies through faculty perception. The results will provide awareness and the creation/implementation of talent management programs through human resource intervention. Research Locale The study locale is conducted in Samar State University, Catbalogan City, Samar, Philippines. Research Participants The researcher used simple random sampling and identified 142 respondents. Research Instrument The questionnaire administered contains the talent management programs, practices, strategies, and motivational factors. Another section was taken from the Survey of ERC which involves workplace programs, practices, training, and consulting answerable by yes or no, and with minor revision (ERC Talent Management Practices Survey, 2012). Some points of Part II also came from Senthilkumar’s (2009) study Talent Management Practices to be answered by a five-point Likert scale (Eustaquio, 2015) for the extent of implementation results as follows: 4.50 – 5.00 Fully Implemented (FI) 3.50 – 4.49 Significantly Implemented (SI) 2.50 – 3.49 Moderately Implemented (MI) 1.50 – 2.49 Partially Implemented (PI) 1.00 – 1.49 Least Implemented (LI) Research Participants The researcher used simple random sampling and identified 142 respondents. Data Analysis The results obtained from the respondents were analyzed in line with the research objectives using frequency and percentages presented in tables. Weighted Average and General weighted average are used to determine the extent of implementation of talent management programs and practices when it relates to Talent Management know-how, Talent Management strategies, and Talent management motivations. Ethical Consideration The respondents were informed that answers were within the bounds of confidentiality and that the individual respondents had established and approved questionnaire consent. RESULTS AND DISCUSSION The researcher arrived at results from the employee respondents, which are available below. Talent Management Program and Practices Table 1: Talent Management practices for retaining top talents Employee Engagement Practices f (yes) Percentage % f (no) Percentage % Total (N) Social Media or Blog 53 37.50 89 62.50 142 Confidential Phone Line 25 17.50 117 82.50 142 Training Needs Survey 114 80.00 28 20.00 142 Pa ge 13 2 https://journals.e-palli.com/home/index.php/ajmri Am. J. Multidis. Res. Innov. 3(4) 130-137, 2024 Employee Engagement Practices Table 1 shows that among the talent management practices along with employee engagement, the two highest practices of management conducted are Suggestion Boxes and Training Needs Survey with a result of 138 (95.50) and 114 (80%) yeses from the employee respondents. SUC practices suggestion boxes among employees who would like their voice to be heard in the form of feedback to the offices that provide services to them, this could be a reflection of how offices efficiently contribute to the satisfaction of employee respondents and suggestions become an avenue on how managers can provide solutions and awareness leading to customer satisfaction, as Vijayarani (2014) identified suggestions among employees as a tool that is valuable part of the involvement of employees for improvement, same has been said by Milne (1995) that it enhances morale and motivation of employees as a contributor for the engagements and decisions. The SUC employs Individual Development Plans (IDP) as an essential requirement for dealing plans both long-term and short- term, it consists of training relevant and useful to the employee and schooling master and doctorate for career growth and knowledge, thus confirmed by research that training significantly impacts to employee engagement (Jain, 2017). Table 2: Talent Management Practices for Defining Top Talents Employee Engagement Practices f (yes) Percentage % f (no) Percentage % Total (N) Work Ethic 121 85.00 21 15.00 142 Strategy/Execution 103 72.50 39 27.50 142 Potential for growth/development 107 75.00 35 25.00 142 Willing to go above and beyond 107 75.00 35 25.00 142 Dedication/Dependability 117 82.50 25 17.50 142 Integrity 110 77.50 32 22.50 142 Customer Focus 99 70.00 43 30.00 142 Commitment to culture/mission 99 70.00 43 30.00 142 Passion/motivation 99 70.00 43 30.00 142 Positive Energy 110 77.50 32 22.50 142 Delivery of results 110 77.50 32 22.50 142 Job Expertise/skills 121 85.00 21 15.00 142 Overall performance 117 82.50 25 17.50 142 Communication/teamwork 103 72.50 39 27.50 142 Innovation/creativity 107 75.00 35 25.00 142 Leadership 110 77.50 32 22.50 142 Decision-making 114 80.00 28 20.00 142 Focus Groups 53 37.50 89 62.50 142 Post-training surveys 89 62.50 53 37.50 142 New-hire surveys/feedback 43 30.00 99 70.00 142 Employee engagement survey 60 42.50 82 57.50 142 One-on-one interviews 64 45.00 78 55.00 142 Suggestion boxes 138 97.50 4 2.50 142 Employee opinion surveys 57 40.00 85 60.00 142 Exit interviews/surveys 71 50.00 71 50.00 142 Defining Talent In defining talents (Table 2), SUC ideally picked some of the standards on how the management can also choose talents that comprise competency and characteristics. Top of these definitions is the work ethic 121 (85%) and job expertise 121 (85%), this can define talent in a workplace. In the context of work ethic (Tobón, 2021), it involves competencies, laboriousness, collaboration, and problem- solving of complex matters. Respondents revealed that the job expertise of talent is one of the essential needs of defining one for it fortifies the strategies and decision- making because of knowledge and experiences and expanded by Yeoh (2008) that talents must be highly skilled in knowledge-enriching institutions. Results were further followed that talents must also be defined as dependable and dedicated, a performer, and a good decision-maker. Among the identification of talents, these competencies and characteristics garnered enormous yes results, as it ideally identifies a talent in an organization. Pa ge 13 3 https://journals.e-palli.com/home/index.php/ajmri Am. J. Multidis. Res. Innov. 3(4) 130-137, 2024 Table 3: Talent Management Practices for Retaining Top Talents Retention of Top Talent (Strategies utilized) f (yes) Percentage % f (no) Percentage % Total (N) Retention Agreement 85 60.00 57 40.00 142 Job Rotation 71 50.00 71 50.00 142 Counteroffers 67 47.50 75 52.50 142 Mentors 96 67.50 46 32.50 142 Succession Planning 92 65.00 50 35.00 142 Flex-time/telecommuting 64 45.00 78 55.00 142 Work-life balance 67 47.50 75 52.50 142 Extensive benefits package 103 72.50 39 27.50 142 Training and development 124 87.50 18 12.50 142 Bonuses/rewards 110 77.50 32 22.50 142 Competitive compensation 99 70.00 43 30.00 142 Table 4: Talent Management Practices for Succession Planning Succession Planning (Practice and Preparation) f (yes) Percentage % f (no) Percentage % Total (N) Leadership development plan 89 62.50 53 37.50 142 Career Development plan 99 70.00 43 30.00 142 Skills assessment 78 55.00 64 45.00 142 Performance Management 85 60.00 57 40.00 142 Informal Succession Planning 114 80.00 28 20.00 142 Table 5: Talent Management Practices for Training and Development Training & Development (Provisions/Support) f (yes) Percentage % f (no) Percentage % Total (N) Post-doctorate/Fellowship 85 60.00 57 40.00 142 Doctorate Program 110 77.50 32 22.50 142 Masteral Program 75 52.50 67 47.50 142 Professional Societies & Membership 78 55.00 64 45.00 142 Conferences/Presentations 99 70.00 43 30.00 142 Job-related Training and Specialization 89 62.50 53 37.50 142 Retaining Talent The above table (Table 3) comprises a must strategy for talents that must be retained, it was agreed that the provision of training and development, rewards, and bonuses according to the employee respondent is part of the reason why employees hold on in the institution. In fact, in the study of Urme (2023), the role of talent management that includes training and development improves employee retention or retaining of talents. Talent retention is true when management provides bonuses and rewards, it was proven by Pregnolato (2017) that it is crucial for talent retention. Talent retention also depends on work environment; compensation; promotion; opportunity for growth; work-life balance and, (Macaraig et al., 2023). Succession Planning Practices Employee respondents (Table 4) with a frequency of 114 (80%) yeses that the SUC implements informal succession planning. In the survey conducted by Brown (2022) formal succession planning is what some institutions lack. it is also a strategy in which a present leader is expected to pass on leadership roles (Kenton, 2024) to the other potential ones in a formal way. It’s a process by which a leader formally plans who is next to his position with qualified and recommendable talents. Pa ge 13 4 https://journals.e-palli.com/home/index.php/ajmri Am. J. Multidis. Res. Innov. 3(4) 130-137, 2024 Table 6: Talent Management Practices for Reward and Recognition Reward and Recognition (Monetary & Non-monetary) f (yes) Percentage % f (no) Percentage % Total (N) Incentives 128 90.00 14 10.00 142 Profit-sharing 60 42.50 82 57.50 142 Additional bonuses 78 55.00 64 45.00 142 Gift Cards 64 45.00 78 55.00 142 Wall of fame 39 27.50 103 72.50 142 An employee of the month 14 10.00 128 90.00 142 Certificate of Appreciation 99 70.00 43 30.00 142 Newsletter/bulletin board 57 40.00 85 60.00 142 Event Awards 64 45.00 78 55.00 142 Thank you notes 43 30.00 99 70.00 142 Public praise 82 57.50 60 42.50 142 Food Party Celebration 46 32.50 96 67.50 142 Email Praise 53 37.50 89 62.50 142 Personal Thanks 89 62.50 53 37.50 142 Giving an employee's choice to assign. 67 47.50 75 52.50 142 Granting extra time off work 85 60.00 57 40.00 142 Increasing employees’ authority 64 45.00 78 55.00 142 Discussing/granting career options 57 40.00 85 60.00 142 New on-the-job learning/immersion 39 27.50 103 72.50 142 Extra Coaching and mentoring support 46 32.50 96 67.50 142 Allowing employees to leave early 43 30.00 99 70.00 142 Providing flexible work hours 71 50.00 71 50.00 142 Allowing employees to pursue ideas 43 30.00 99 70.00 142 Involving employee’s in decisions 53 37.50 89 62.50 142 Talent’s Training and Development Table 5 relates to the talent management practices in which financial provision and support for training and development among talents. Indeed, pursuing a doctorate of employees with a score of 110 (77.50%) is fully supported by the SUC as it provides financial support as a motivation among talents for growth and development asserted by Beuningen (2024) that talent management must be a focus for those employees pursuing doctoral degrees. Ample support is needed as it is a challenge for them in terms of financial means. Table 7: Talent Management Strategies for Process Improvement Process Improvement Mean Description Company processes helps work improvement 3.45 Moderately Implemented There is a transparent company-wide decision-making processes 3.83 Significantly Implemented There is fair distribution of salary & benefits 4.03 Significantly Implemented There is an effective current performance management process 3.75 Significantly Implemented Rewards and Recognition In talent management, reward and recognition practices involve monetary and non-monetary, the data shows above that the employee-respondents majority choose incentives 128 (90%) as monetary and training and development opportunities 103 (72.50%) as non-monetary rewards as part of their reward and recognition. Both have the implication that employees are motivated when provided those things. It was also stated in the study of Chrissy (2022) that there is a significant relationship between incentives for employee motivation and performance, also linking it to the role of total rewards in retaining talented employees (Baral, 2014). It was also seconded by Basu (2023) that any monetary or non-monetary rewards as motivation have a significant relationship to organizational employee performance. Extent of Implementation of Talent Management Pa ge 13 5 https://journals.e-palli.com/home/index.php/ajmri Am. J. Multidis. Res. Innov. 3(4) 130-137, 2024 talent management implementation, all are significantly implemented except in the area of the ‘company process help work improvement’ garnering 3.75 or ‘moderately implemented’. Work improvement in talent management effectiveness was proven by Mishra (2022) depending on the company processes provided. Legend: 4.50 – 5.00 Fully Implemented (FI) 3.50 – 4.49 Significantly Implemented (SI) 2.50 – 3.49 Moderately Implemented (MI) 1.50 – 2.49 Partially Implemented (PI) 1.00 – 1.49 Least Implemented (LI) Legend: 4.50 – 5.00 Fully Implemented (FI) 3.50 – 4.49 Significantly Implemented (SI) 2.50 – 3.49 Moderately Implemented (MI) 1.50 – 2.49 Partially Implemented (PI) 1.00 – 1.49 Least Implemented (LI) Legend: 4.50 – 5.00 Fully Implemented (FI) 3.50 – 4.49 Significantly Implemented (SI) 2.50 – 3.49 Moderately Implemented (MI) 1.50 – 2.49 Partially Implemented (PI) 1.00 – 1.49 Least Implemented (LI) Table 8: Talent Management Strategies for Management Improvement Management Improvement Mean Description Employees know what is their work expectations 4.15 Significantly Implemented Manager helps in setting effective goals 4.18 Significantly Implemented Manager provides coaching and guidance needs 3.68 Significantly Implemented Employees knows their work contributes company’s overall objectives 4.25 Significantly Implemented Employees received sufficient recognition of their achievements 3.63 Significantly Implemented Weighted Mean 3.98 Significantly Implemented Table 9: Talent Management Strategies for Work Environment Improvement Work Environment Improvement Mean Description There is an environment that is comfortable o for giving feedback in your team 3.80 Significantly Implemented The voices of employees are being heard and respected 3.70 Significantly Implemented Employees can suggest new ideas, questions, and ways of doing things 3.90 Significantly Implemented Employees live the company’s values and mission 4.08 Significantly Implemented Employees recommend the institution as a great place to work 4.28 Significantly Implemented Weighted Mean 3.95 Significantly Implemented In management improvement talent management strategy (Table 8), results all ‘significantly implemented’, but one indicated lowest among the rest ‘employees receive sufficient recognition of their achievements’ with a mean of 3.63, sufficiency or satiety of recognition varies among employees subjectively (Bradler, 2013). Effectiveness will always depend on how employees take recognition as to preference and perception. The work environment also affects managing talents, from an environment that is safe to an environment that is conducive and provides peace of mind, talent retention may increase as Andari explains the role of work environment has a great impact on the retention of talent (Andari, 2021). Data also shows above that all work environment improvements in talent management have resulted in ‘significantly implemented’, the lowest of all garnering 3.70 ‘voice of employees being heard and respected’, the implication of this, is that have still hesitation in suggesting and give an opinion as part of work environment ideals. CONCLUSION It was a great revelation that the SUC implemented talent management strategies significantly, but the institution’s categorical aim is to have them fully implemented in the sense that they are required by time, and change of improvement is inevitable even in Universities and their employees. Talent management will still be an anchor for the success of the whole. It is also sound and fair if the SUC, must also take into account the lowest frequency of yeses or high frequency of noes, like for example in the talent management practices, the following must be considered, data shows that new-hire surveys/feedback engagement frequency was scored to 99 (70%) noes, this is to avoid misleading information about the organization (Gerst, 2013), another is the counteroffer practice for talent employees with a 75 response of noes (52.50%) and according to There is a Career Development 4.15 Significantly Implemented Weighted Mean 3.84 Significantly Implemented Table 7 comprises strategies for process improvement of Pa ge 13 6 https://journals.e-palli.com/home/index.php/ajmri Am. J. Multidis. Res. Innov. 3(4) 130-137, 2024 Dibble (1999), a counteroffer is essential in retaining a performer employee not to go to other agencies, next is by offering flex-time/telecommuting to employees with a score of 78 (55%) noes which also have a positive impact on the work-life balance and job satisfaction (Gainev, 2006: Hayman, 2010), and lastly, reward and recognition specifically implementing employee of the month with a no of 128 (90%) respondents which will increase motivation and encourage performance. Acknowledgment The researcher acknowledges our Almighty God above all else, to his family, friends, and CAS colleagues for their motivational support and guidance, and to Samar State University for career improvement, expert development, and provisions. REFERENCES Andari A., Nafiudin N., Purnamasari R. (2021). The Influence of the Work Environment and Employee Engagement on Employee Retention. 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