Strategic Human Resource Development and Talent Retention in Business Organisations in an Emerging Economy

Abstract

The study investigated strategic human resource development and talent retention among commercial banks in Nigeria. Causal Research design was used in the study. The accessible population was 1,499 permanent staff of five selected commercial banks in Ebonyi, Delta and Benue States. The Krejcie and Morgan sample size determination table was used to determine the minimum sample size, which was 306 respondents and the snowball sampling technique was used. The data was gathered from a structured questionnaire having five-point likert scale. Partial Least Squares Structural Equation Modelling (PLS-SEM) has been used to analyse the data in SmartPLS 4. The results showed that ability to influence organisational culture was significant positive relationships with supervisor support, organisational culture and career growth and development. The relationship of strategic partnership with line management was also positive, however the relationship was insignificant with career training and development, career growth and development and organisational culture. The findings of the study have been telling that strategic HRD has a significant role to play and nurturing organisational culture through HRD is significant in strengthening the outcomes of retaining talents in commercial banks. The study suggests that HRD will need to have a more strategic role in the development of the organisational culture, improve the partnership relationship between HRD and line management and define a formal career development system regarding employee retention.