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Key Topics
Requirement
Research approach : The research is about Talent Management in public sector and the aim of the research is to explore if Talent Management exists.
Methodology : The method adopted for this study is qualitative, in depth interviews
The differences between qualitative and quantitative (need to add table with references), why qualitative research
Research Sample and Data Collection Process:The research is conducted in public sector and open ended questions used , total of 13 interviews
Data Analysis
Research Limitations: The limitation is the availability of participants and not all accepted to record their voice
Solution
Introduction
This report is an attempt to understand the talent management that corporates in UAE follows. The UAE has been a hub for expats for almost 2 decades now and currently people from different nationalities come here to work. Since, no industry can sustain without good work force, hence talent management is very much needed in companies. Until recently, UAE was one of the preferred locations for the expats. But now there are many other locations across the globe that have opened and due to which there is a dire need to manage and hold the talent within the company. This is one of the major push for this report.
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Research Methodology
There are series of interviews that were conducted with personnel from various companies. In – depth analysis was done through these interviews to gain an understanding towards the core believes and philosophy that is running in the company towards talent management. The method of interviews in purely qualitative in nature and open – ended questions were asked, through which some understanding towards the topic was established. Selected Public Sector companies were chosen for this report and the scope is limited to talent management only and not towards others HR practices.
Interview based approach: Qualitative Methods
There are various methods to conduct the qualitative research and the foremost used methods are surveys and interviews. In this report the mode of data collections that is chosen is interviews. 13 public sector companies are chosen and in – depth interviews and though sharing sessions were undertaken through which some thorough insights were gathered. The main portion of the interviews were collected on hand written notes and those are thoroughly referred in this report. By the qualitative research the findings are not based out of some data analysis, but it is based on one to one interaction (Yilmaz). The data dependency is reduced because of the belief that data collected from a sample may give some biased result and we may not get the complete picture. Like in our analysis there is a higher possibility that we might get in touch with people of like mindedness and interaction levels and hence the results may get a little skewed, which is certainly not the intention of the report. The brief differences between the Qualitative and quantitative methods are shown in the following table (C. L. Shelton):
Precedence of Qualitative over Quantitative Methods
To gain the depth analysis related to the talent management initiatives by the company, the qualitative methods were considered to be more important and sensible than quantitative method (Griffin). The major reason for that was the fact that data can be biased easily and it is hard to find a suitable set that can enunciate the level of understanding that is required to be managed through this report (Atieno).
The inductive approach of qualitative method made a lot of sense in this report analysis. Qualitative analysis is good in understanding the perceptive and strategic view from the interviewer and the kind of people that are targeted in this report and someone who runs this strategy (Choy). They are not the one who are just part of it. The inferences that are drawn from the analysis of the points shared by the people who are imbibing and implementing these strategies are huge and also closer to the real thing. Since the main agenda of the report is to gain meaning out of the collected data and hence draw some logical conclusion, so the inductive approach is the best suitable approach (Ramona). The main issue that will be with the quantitative methods will the sample set to be formed and that is something which is very difficult to get.
The case here is of the semi – structured interview and the analysis makes a lot of sense here because the findings are more than mere numbers and they are closer to fact only when there is deeper dig in the subject and hence, the understanding and establishing a detailed report through the semi structured approach is a better mode of establishing the understanding (Hancock). The main concern that is to be taken care here is that since all the interview questions are open ended and hence, the discussion must continue towards the constructive mode and there must not be any divergence from the context.
Research Sample and Data Collection Process
It is much clearly stated in the research literature that is followed, must be able to abut the requirement of the research in a greater depth (Harwell). So, with that thought process, a questionnaire of 15 questions, which were directly or indirectly linked with the Talent Management initiatives of the public companies chosen, were drafted (Appendix 1). In total 13 organizations answered the questionnaire in a good level of depth, out of these 13 interviews, 5 are recorded one and 7 are face to face. The public sector companies, were approached through a rigorous and thorough search that was done, and corresponding personnel were identified. Post that an e – mail was sent to roughly 50 public sector companies, in the e – mail the motive of the research and how the analysis will benefit them were mentioned. Out of the 50 companies, only 15 replies were received and finally 13 successful interviews were conducted. There could have been a higher turn out and the data set could have been much more, if there would not have been a requirement of recorded interviews. Many personnel, agreed to help, since it is a academic assignment, but due to confidentiality clause they could not relieve the information. They were not even ready for a telephonic interview, because they were not sure if their voice will not be recoded through telephone. Hence, the only data set that was collected successfully was 13.
The interview was scheduled in coherence with the concerned person and the duration promised to them was roughly 1 hour. But, the good thing about the face to face interview was that people got a little comfortable after some time and hence the interview went on for almost 2 hours in some cases. In order to optimize the pace of the interview a formal note was sent to the interviewee, so that they are comfortable and sure about the interview (Appendix 2). The entire exercise was pretty tedious and took some 8 months’ time, this was due to the fact that these are professional people, with a very busy schedule and hence the delay was there.
The viewpoints gauged in the qualitative methodology is much better in this report, because to get a very varied data set was almost an impossible task. The initiatives are very specific to companies and employees do not have the authorization to share the data. It’s only possible for a specific person. There was a hard clause that was maintained as far as confidentiality of the data is concerned and hence the names of the companies and the people that were interviewed is strictly kept confidential.
Data Analysis
After the tedious task of going to the people and ensuring that some meaningful insights are gathered out of the interview, all the data was summarized for each interview, using the inductive methodology, since the interview was conducted in a semi – structured method. The entire analysis is very specific to The UAE. A thorough three step procedure is followed in order to be sure that the data sorting, scrubbing and straightening is all done in a proper manner. The three steps are structuring, description and conceptualization was done in a proper manner. There was no score that was linked with the analysis, as there is still no maturity in the contextual knowledge of the subject to ascertain the legitimacy of the impact of the processes undertaken (Barnes).
The first step was about finding the specific areas, where the impact is being made by the initiatives of talent management. This involves thoroughly analyzing the data and finding some strict patterns that defines the areas of impact. The further scrubbing of data was to ensure that there exists a proper relationship between the impact method and the area, which is supposed to be impacted.
In the third and the final stage some core concepts were identified, which are impacted the most by the initiatives. There are always some strict areas, which are focused on, while defining a strategy and these may be areas like reduction of attrition, improving recognition and proper mapping of skill set and work.
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The main limitation of the report is the fact that not many people agreed to give the interview, primarily due to the company’s confidentiality clause and secondly, that people are not very comfortable to give an interview that will be recorded. The 15 agreed companies, out of which 13 gave the interview. They were also not willing to open up after a certain level and the main reason was that the Talent Management initiatives are strategic level decisions and no company is actually comfortable to share that strategic piece of information. The other probable reason that was gauged, that many companies are not following any strategy till now towards the talent management and hence they are not very sure about what are the points they wish to share. They may not have any point to share at all. These are very confidential piece of information as far as public sector companies are concerned. This may even reveal some of the information about their employees, which they do not wish to share at all or they have some regulations to be followed as well.
The second major limitation to the research was the quality of data that was collected. Apart from being a small set, the other issue was that, there was no maturity, about which information to be kept and what is to be ignored. In some analysis, there is a higher chance that some not so important information is given a higher weightage and many critical information just got ignored.
The last and the final limitation was the sources that were available to get this research done. Firstly, to get in touch with the people all by self and no help at all, is something that deterred the approach of the issue and also lead to a lot of inordinate delays in the execution of the report and interviews.
References
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1. Atieno, Ochieng Pamela. AN ANALYSIS OF THE STRENGTHS AND LIMITATION OF QUALITATIVE AND QUANTITATIVE RESEARCH PARADIGMS. Journal. Masinde Muliro: Problems in Education in the 21st Century, 2009. http://www.scientiasocialis.lt/pec/files/pdf/Atieno_Vol.13.pdf.
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2. Barnes, Maria de Hoyos & Sally-Anne. Analysing Interview Data. Presentation - Academic. London: Warwick Institute for Employment Research, 2012. Online - http://www2.warwick.ac.uk/fac/cross_fac/esrcdtc/coretrainingmodules/quals/analysing_interview_data_1_-_w6.pdf.
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3. C. L. Shelton, A. F. Smith and M. Mort4. Opening up the black box: an introduction to qualitative research methods in anaesthesia. Journal. Manchaster: The Association of Anaesthetists of Great Britain and Ireland, 2013. Online.
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4. Choy, Looi Theam. The Strengths and Weaknesses of Research Methodology: Comparison and Complimentary between Qualitative and Quantitative Approaches. Journal. Malaya: IOSR Journal Of Humanities And Social Science (IOSR-JHSS), 2011. http://iosrjournals.org/iosr-jhss/papers/Vol19-issue4/Version-3/N0194399104.pdf.
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5. Griffin, Chrintine. Advantages and Limitations of Qualitative Research in Psychology and Education. Report. Bath: University of Bath, 1990. http://www.pseve.org/Annals_el/UPLOAD/griffin2.pdf.
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6. Hancock, Beverley. An Introduction to Qualitative Research. Report. Lancashire: National Institute of Health Reseach, 2010. http://www.rds-yh.nihr.ac.uk/wp-content/uploads/2013/05/5_Introduction-to-qualitative-research-2009.pdf.
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7. Harwell, Michael R. Research Design in Qualitative/Quantitative/ Mixed Methods. Book Article. Minnesota: Sage Pub, 2010. http://www.sagepub.com/sites/default/files/upm-binaries/41165_10.pdf.
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8. Ramona, Stroie Elena. Advantages and Disadvantages of Quantitative and Qualitative Information Risk Approaches. Journal. Beijing: Chinese Business Review, ISSN 1537-1506, 2011. http://www.davidpublishing.com/davidpublishing/upfile/1/6/2012/2012010671957745.pdf.
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9. Yilmaz, Kaya. Comparison of Quantitative and Qualitative Research Traditions: epistemological, theoretical, and methodological differences. Journal. New York: European Journal of Education, 2013. Online.
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