Exploring Talent Management in the Era of Diversity and Inclusion within a Manufacturing Company

Extant literature suggests the inability of some organisations to implement effective talent management practices that retain key talent, particularly among women in senior roles, employees living with disabilities and underrepresented racial groups. This research, therefore, explored the challenges and opportunities related to talent management in the context of diversity and inclusion within a manufacturing company in South Africa. The research adopted a qualitative research approach and case study strategy, utilising semi-structured one-on-one interviews to collect data. Fifteen participants selected through purposive sampling were included in the study. The participants were interviewed to gather insights on their experiences with specific talent management practices such as recruitment, retention and career advancement in relation to diversity and inclusion. Thematic analysis was used to identify meaningful patterns in the data. The key findings from the study include a disconnect between diversity rhetoric and actual practices, concerns about fairness in recruitment, limited career advancement opportunities for women and people of colour and inadequate support for employees with disabilities. The findings suggest a need for more robust talent management strategies, such as equitable recruitment processes, career development programmes and enhanced workplace accessibility. The research adds value by providing company-specific recommendations to bridge the gap between policy and practice, contributing to the development of more inclusive workplaces that support better diversity.