Talent Management in Al-Arafah Islami Bank Limited

Abstract

Now that we've entered the "war of talent," employers must compete to find and keep the best and brightest employees. Succession and talent management are the finest possibilities for firms to guarantee that they have pipelines of senior executives and other highly qualified and talented personnel in the future. The study's goal is to examine the impact of succession planning and people management on the long-term viability of a firm. It was also hoped that this study would evaluate how Al-Arafah Islami Bank Limited's managers and experts use Talent Management (TM) and Succession Planning (SP) procedures to recruit, retain, and develop new employees. The core data for the study was gathered through a questionnaire that was filled out by participants. Methods of data analysis included correlation coefficient, t-student distributions, bar charts, and descriptive analyses. Organizational performance and long-term viability benefit from succession planning and talent management, according to the findings of the studies. When an organization's values and goals are aligned with its business objectives, employees can realize their full potential, which can have a significant impact on the employer by reducing recruitment costs and ensuring the organization has the skills it will need in future years, according to the findings of this literature review. When it comes to succession planning and talent management assessments, first the succession planning is examined in depth, and then the current procedures within succession planning as well as the management of this process at different levels of the organization is referred to as appropriate. Also examined were existing programs to develop talent, the driving force behind those programs, the timeframes for those plans, the actual performance experiences, coaching, mentoring, and the management of career paths; with regard to talent retention, motivational needs, leadership values and the number of employees who have been absorbed as talented employees were also discussed in detail. This study's statistical results suggest that Al-Arafah Islami Bank Limited's performance is enhanced and its leadership and business continuity are facilitated by talent management and succession planning, based on the assumptions of its assumptions. They don't want to go outside for their talent, yet Al-Arafah Islami Bank limited doesn't have an effective internal talent identification and promotion program. As a result, certain recommendations were made in the same way