Background and Aim:
Most organisations today operate in a globally complex environment that is dynamic, highly competitive and extremely unpredictable (Tarique & Schuler, 2010). Other than the external circumstances, these authors further maintain that organisations are facing various global challenges: talent exiting organisations, managing older mature workers versus managing younger workers and a scarcity in the required competencies for the specific requirements of the positions within the organisation. As mentioned by Bersin (2011) “We are entering a new era of unparalleled talent scarcity which will put a brake on economic growth around the world, and fundamentally change the way we approach workforce challenges.” The challenge arguably presented to many organisations is that they have to think globally and at the same time manage their human capital in a systematic manner in an attempt to gain and sustain future competitive advantage (Tarique & Schuler, 2010).
The Talent Mindset of leaders plays an important role in the effective implementation of Talent Management practices. Talent management is a construct that evolves around the concept of leadership mindset (McArdle & Ramerman, 2008). Talent management involves the implementation of integrated human resource strategies to attract, develop, retain and productively utilize employees “with the required skills and abilities to meet current and future business needs” (Kontoghiorges & Frangou, 2009). It is a culture that contributes to and unleashes passion, commitment, and performance of people which in turn contributes to the organisation achieving its mission, vision, and business goals (McArdle & Ramerman, 2008). This means that the leaders of an organisation need to apply a talent mindset and the outcomes thereof on employees and the organisation as a whole.
According to Schiuma, Mason and Kennery (2007) leaders have the task of unleashing organisational energy which in turn can have a significant impact on the well-being of employees (Derman, 2009). Managing talent and organisational energy thus means managing the sources of energy dynamics and creating a thriving work environment in which individuals will experience both a sense of vitality and a sense of learning at work (Schiuma et al., 2007; Spreitzer et al. 2005). Individuals who feel a sense of vitality and aliveness are more likely to be mentally and physically healthy (Keyes cited in Spreitzer et al. 2005).
The overall purpose of this study was to determine the relationship between Talent Mindset, Organisational Energy and Work Wellness of employees in a multi-national company. This study aimed to describe, explore and understand the concepts Talent Mindset, Organisational Energy and Work Wellness and the interrelationships between them.
A quantitative approach was used to gather the data by means of three questionnaires namely the Talent Mindset Index (TMI), the EnergyScapes Profile (ESP) and the Shirom – Melamed Vigour Measure (SMVM). The questionnaires were distributed among a convenience sample of employees (N=485) in a South African multi-national company operating in the financial industry. The data were analysed by means of descriptive statistics, and factor analysis, which were followed by multiple regressions and Manovas/ Anovas to test each hypothesis.
Results: The regression analysis conducted showed that talent mindset is a significant predictor of organisational energy and work wellness. Organisational energy is a significant predictor of work wellness and organisational energy mediates the relationship between talent mindset and work wellness.
The results showed a statistically significant difference between age and the Talent Mindset dimensions but there was no statistically significant difference between gender, home language, race, years in the company, job level and basis of employment. The results further indicated that there is no statistically significant difference between organisational energy and the different biographical variables. It also indicated a statistically significant difference between gender and the SMVM dimensions, but not between marital status, home language, age, years in the company, geographical region, job level and basis of employment.
This research highlighted the importance of a leader’s Talent Mindset and the impact thereof on individual outcomes such as organisational energy and individual well-being. This research clearly showed that Leaders who apply Talent Management practices sufficiently in organisations enhances employees’ perceptions of organisational energy which in turn have a positive impact on their wellness in the workplace.