Talent Management of Multinational Companies in the Kingdom of Bahrain

Abstract

The purpose of this study was to assess the existing talent management practices of selected multinational companies in the Kingdom of Bahrain as basis for talent management program. It determined the extent of use of talent management tools such as, talent strategy and planning, sourcing and recruiting, performance management, learning and development, succession planning, leadership development, and compensation.  Mean was used for descriptive analysis, while one-way analysis of variance (ANOVA) was utilized to establish if significant difference existed between the extent of use of talent management tools among the selected multinational companies classified as small, medium, and large. The study disclosed that the extent of use of talent strategy and planning, sourcing and recruiting, performance management was to a Very Great Extent, whereas in  learning and development, succession planning, leadership development, and compensation was to a Great Extent. Of the three groups of multinational companies, it is the large group which used succession planning, leadership development, and compensation to a Moderate Extent only. The overall mean for the three groups of multinational companies in the implementation of the seven elements of the integrated talent management was to a Great Extent. However, there was a significant difference noted in the extent of use of talent management tools in the aspect of talent strategy and planning and compensation between small and large multinational companies.

Keywords: talent strategy and planning, sourcing and recruiting, performance management, learning and development, succession planning, leadership development, and compensation