The purpose of this study is to explore the perspectives of HR practitioners on talent management in the South African gold-mining industry. This is particularly relevant given that effective talent management is critical to addressing the challenges faced by the industry and ensuring a suitably skilled workforce capable of operating both efficiently and safely. To achieve this purpose, the study pursued the following objectives:

The notion of ‘talent’ has various meanings across academic and practitioner literatures, reflecting a range of organisational contexts and agendas. While the majority of authors acknowledge that talent is a combination of ability, potential, competence, knowledge and skills (Cheese et al., 2008; NHS Leadership Academy, 2014; Niedźwiecka, 2016; Eds. Silzer & Dowell, 2010; Štefko & Sojka, 2014; Tansley, 2011; Ulrich & Smallwood, 2012), the lack of consensus about its precise boundaries makes it hard to identify and manage consistently. Whereas some definitions emphasise innate ability, others highlight developmental potential (Nakato, 2019) or contextual performance (Holck & Stjerne, 2020).

The concept of ‘talent’ remains contested, with scholars emphasising different elements depending on organisational context and research tradition. For example, Cheese et al. (2008) and Silzer and Dowell (Eds. 2010) stress ability and competence as core features, whereas Tansley (2011) foregrounds commitment and leadership potential. In educational psychology, talent is often regarded as giftedness, while in positive psychology, it is viewed as a strength (Dries, 2013; Kravariti & Johnston, 2020). These definitional tensions echo Holck and Stjerne’s (2020) observation that some views privilege innate ability, while others emphasise developmental potential and contextual performance. Such variation reflects what Gallardo-Gallardo et al. (2013) describe as a ‘conceptual scatter’, which complicates consistent application in practice. In the South African mining context, this lack of consensus is particularly problematic, as inequality legacies and transformation imperatives demand a broader, more inclusive conceptualisation of talent (Swailes et al., 2014). Thus, while Tansley’s (2011) definition is useful for this study, it must be interpreted alongside local inclusivity imperatives and debates around whether talent should be viewed exclusively or inclusively (Kaliannan et al., 2023; Swailes, 2020). In South Africa’s gold-mining sector, inequality legacies and transformation imperatives present further complexities in talent conceptualisation. A more refined understanding is thus required, one that encompasses both performance and inclusivity dimensions (Swailes et al., 2014). For the purpose of this study, Tansley’s (2011) definition is applied, which conceptualises talent as individuals with high ability, capability, commitment and dedication, particularly in managerial and leadership roles. This definition is suitable considering the sector’s emphasis on building a strong pipeline of leaders, even though it might underrepresent contributions of non-managerial talents.

Talent management remains a contested and emerging construct lacking an agreed definition, partly accounted for by tensions between inclusive and exclusive orientations. While some organisations seek to manage a narrow elite of ‘high potentials’, others adopt a more inclusive developmental orientation (Abiwu & Martins, 2024; Gallardo-Gallardo et al., 2020; Thanh et al., 2020). These differences in perspectives shape organisational strategy, resource allocation and equity considerations. Conceptual ambiguity often translates into talent management practice and outcome inconsistency (Lewis & Heckman, 2006). Furthermore, practitioner literature often offers broad and aspirational descriptions with minimal theoretical foundations, whereas academic scholarship requires frameworks capable of capturing the dynamic and context-contingent nature of talent management (Vardi & Collings, 2023). Restricted South African empirical research, submitting such complexities to critical scrutiny, further motivates this study. Building on these definitional debates, talent management approaches are often distinguished as exclusive or inclusive, with each carrying unique implications for organisational practice. The exclusive approach is defended on the grounds that scarce organisational resources should be concentrated on high-performing or high-potential employees who are assumed to deliver disproportionate value (Collings & Mellahi, 2009; Huselid et al., 2005). From a strategic standpoint, this focus on ‘A positions’ and ‘A players’ is linked to the resource-based view (RBV), which stresses that competitive advantage derives from rare and inimitable capabilities. However, critical scholarship highlights that the approach can be divisive, creating an organisational hierarchy that undermines cohesion and exacerbates perceptions of inequity (Holck & Stjerne, 2020; O’Connor & Crowley-Henry, 2017). Employees excluded from talent pools may experience marginalisation, disengagement and diminished organisational identification (Lai & Ishizaka, 2020; Meyers, 2020). At the same time, those who are included face intensified expectations that may contribute to burnout or to the erosion of their perceived status when performance falters (Malik & Singh, 2020). Thus, while exclusivity can yield immediate efficiency gains, it is criticised for failing to support sustainable talent ecosystems, especially in volatile sectors where broader workforce adaptability is critical. The inclusive approach is underpinned by the assumption that all employees possess talents that can contribute to organisational performance if identified, nurtured and aligned with strategic objectives (Kichuk, 2017; Meyers, 2016). This egalitarian orientation is supported by legal and policy frameworks advocating equal treatment in employment (Cappelli & Keller, 2014; Thunnissen, 2015). Advocates argue that inclusivity promotes employee engagement, fairness and long-term retention by signalling that every worker is valued and given opportunities to grow (Obeng et al., 2021). Moreover, inclusivity is seen as vital in dynamic labour markets, where resilience and innovation rely on broad participation rather than a narrow cadre of elite performers (Swailes, 2020; Van der Sluis & Barkhuizen, 2023). Yet, critiques remain. Inclusive models can be overly generalist, distributing resources too widely and failing to provide sufficient differentiation or tailored development for high-potential employees (Iles et al., 2010). This tension underscores that inclusivity must be balanced with strategic prioritisation; otherwise, it risks becoming administratively heavy while neglecting the unique developmental needs of high achievers. In the South African mining industry, inclusive talent management has emerged as both a regulatory requirement and a strategic imperative. Legislative frameworks such as the Labour Relations Act 66 of 1995 (Republic of South Africa [RSA], 1995) as amended and the Basic Conditions of Employment Act 75 of 1997 (RSA, 1997) as amended mandate fair treatment and broad workforce development, while transformation policies drive firms to extend training and career pathways across diverse employee groups (Ndlovu, 2020). Scholars note that mining companies increasingly blend inclusive and exclusive practices: while high-potential individuals are identified for accelerated development, organisations also invest in cultivating the wider workforce to secure long-term sustainability (Bussin, 2014; Macpherson et al., 2023; Mashaba & Botha, 2023). This inclusive orientation addresses the dual challenge of critical skills shortages and the need for stronger employee engagement in hazardous and resource-intensive contexts. At the same time, inclusivity enhances perceptions of procedural justice and organisational support, contributing to social stability in a sector often marked by labour unrest (Daniel, 2024; Dries & Kaše, 2023). Nonetheless, scholars caution that cost pressures, limited training resources and retention challenges in remote mining areas constrain the effectiveness of inclusivity. The industry’s experience, therefore, illustrates both the promise and the practical limitations of applying inclusive talent management. From this discussion, it becomes evident that talent management must be understood within sector-specific institutional constraints. For the purpose of this research, talent management is defined as:

This definition underscores the strategic, systemic and cultural character of talent management required for South Africa’s heterogeneous and historically complex workforce. It recognises four critical processes: attraction, development, deployment and retention that underpin effective talent management systems, whose application in the mining context remains a challenge.

The study draws on the RBV and Institutional Theory. Resource-based view considers talent as a strategic resource that is valuable, scarce and not easily imitated, hence conferring sustainable competitive advantage (Barney, 1991; Wright et al., 2001). With skills shortages and operational pressures in gold-mining, RBV provides the prism through which to view why optimal management of talent is critical to organisational success. Consistent with RBV, Institutional Theory also underscores the way organisational practices are influenced by external social, legal and normative pressures (Scott, 2008). Legal compliance and socio-political demands in the South African mining sector represent coercive and normative pressures influencing talent management implementation. These two theories provide insights into the complex interaction between internal strategic agendas and external institutional environments in determining talent management.

Building on the theoretical foundation and literature, this study presents a conceptual framework where talent management practices find themselves at the intersection of strategic alignment and institutional pressures. Strategic alignment triggers talent management processes that function towards organisational goals such as productivity, retention and leadership development. Meanwhile, institutional pressures necessitate compliance with transformation, equity and labour law. Human Resource professionals function as mediators navigating these competing calls, leveraging talent management through organisational cultural norms and formal processes. Talent management outcomes in terms of employee engagement, capability development and organisational performance depend on this dynamic tension between internal resource capacities and external institutional environments.

The study was conducted from an interpretivist paradigm, which understands reality best through the meanings individuals assign to their experiences and also recognises that reality is socially constructed (Pervin & Mokhtar, 2022). For the research’s exploratory nature, this paradigm was appropriate. This study sought to understand perceptions of talent management practices for HR specialists in South African gold mines. Rather than generalising findings, interpretivism aligns with the study’s objective of capturing rich, context-specific understandings. Researchers explored how participants construct meaning when managing talent within complex and dynamic organisational environments by focusing upon the lived experiences and perspectives of HR practitioners. Therefore, researchers employed a qualitative descriptive research design, since it explores social and human phenomena through open-ended inquiry and inductive reasoning (Creswell & Creswell, 2018). According to Bradshaw et al. (2017), a qualitative descriptive design prioritises the investigation of ascribed meaning from those involved and employs a naturalistic approach to comprehend a phenomenon in its natural environment. A phenomenon about which little is known can be richly described using such an approach (Colorafi & Evans, 2016). The purpose of a qualitative descriptive study is to elicit and articulate the lived experiences, events and interactions surrounding a phenomenon as understood and reported by those directly involved (Bradshaw et al., 2017). A qualitative descriptive design was especially appropriate for this study since the purpose is to investigate the viewpoints of HR practitioners about talent management in the South African gold-mining sector.

The participants were drawn from a total of six gold-mining shafts in the Free State province in South Africa. The HR specialists responsible for talent management at the respective shafts were deemed the most suitable to share their lived experiences of talent management within the gold-mining industry. The final sample comprised six HR specialists who meaningfully contributed their experiences of talent management. The following sampling criteria were applied to select participants: firstly, individuals had to be employed at one of the selected shafts; secondly, they needed to be directly involved in talent management (minimum of 3 years); and thirdly, they were required to hold HR qualifications and possess relevant work experience in the HR department. These inclusion criteria ensured that participants could provide meaningful and relevant responses.

In this study, as shown in Table 1, two participants were female and four were male. All participants identified as black African people. With regard to age, three were between 31 and 40 years old, two were between 41 years and 50 years old and one was between 51 years and 65 years old. Concerning years in their current role, two participants had 5 years or less, one had 6–10 years, and the remaining three had between 11 years and 15 years. Regarding total work experience, one participant reported 5 years or less, two had 11–15 years, one had 16–20 years and two had over 20 years. In terms of educational qualifications, two participants held diplomas, while the others possessed various academic qualifications, including a post-matric certificate, a BTech degree, a BCom degree and a postgraduate diploma.

Semi-structured individual interviews were used to collect data. This method allowed the researcher to pose specific questions regarding talent management while permitting participants to express their views and opinions systematically, thus offering both structure and flexibility (Naz et al., 2022). A series of questions concerning the HR specialists’ understanding of talent management and its associated procedures was included. The interview questions were informed by theoretical insights from the literature review. Interviews were conducted in person and lasted approximately 40 min. With participants’ consent, interviews were audio-recorded and subsequently transcribed. Field notes were taken during interviews to enhance the accuracy of the transcribed data. According to Ahmed (2024), trustworthiness in qualitative research is assessed by examining dependability, confirmability, transferability and credibility. Because the data gathered for this study were applicable only to employees within the gold-mining industry, purposive sampling was used to enhance transferability. Credibility was ensured by sending transcribed interviews to each participant via email to ensure consistency and clarity. Participants reviewed the transcripts to confirm accuracy and clarity. Conformability was assured by presenting findings in a neutral, objective and unbiased manner.

Thematic analysis was employed to analyse the data (Naeem et al., 2023). This method is appropriate for capturing the complexity of meaning within qualitative data (Guest, 2011). It also involves identifying patterns or common threads across interviews (DeSantis & Ugarriza, 2000). Braun and Clarke’s (2006) six-step framework for thematic analysis was followed, consisting of: familiarisation with the data, coding, generating initial ideas, reviewing themes, defining themes and producing the final report (Braun & Clarke, 2021). Data were managed and coded using Atlas.ti software to facilitate systematic organisation.

Ethical clearance was obtained from the Faculty of Management Sciences: Faculty Research Committee (FMSEC30317). Following approval, mine shafts in the Free State province were contacted via email to request permission to conduct the study. Six mine shafts agreed to participate. Participants were informed before the interviews that all data would be treated confidentially and used solely for research purposes. Only individuals who consented were interviewed. Interviews were conducted at participants’ workplaces at times convenient for them. Pseudonyms (P1–P6) were used to ensure participant anonymity.

The first theme that emerged from the data analysis process was the understanding of talent management. Most participants stated that they viewed talent management as a strategic process that should align with organisational goals and objectives. For example, Participant 6 remarked:

Aligning an organisation’s talent needs with its strategic goals is referred to as strategic talent management, which is essential for attracting, developing and retaining top talent (Duran, 2023). Regarding the various talent management practices employed, most participants highlighted the importance of talent identification, attraction, development and retention within their respective mine shafts. Participant 3 observed:

The participants emphasised the role of talent management practices in fostering personal and professional growth. Professional development has gained significant attention in recent years, as it enhances organisational culture, attracts talent and drives positive outcomes such as employee engagement and retention (Keswin, 2022). Participant 1 remarked:

Participants also stressed the importance of fostering a sense of belonging through talent management practices. Participant 5 elaborated:

Additionally, participants highlighted the organisational benefits of maintaining a pool of highly qualified employees. Participant 2 noted:

Respondents provide a common definition of talent management as a systematic, strategy-driven process of identifying, developing and retaining talent. This emphasis echoes the RBV, positioning talent as a limited but valuable resource with the potential to deliver lasting competitive advantage. Even during skills shortages, strategic alignment ensures that limited talent is optimally effective. The focus is also aligned with Institutional Theory, under which practices are driven by both strategic pressures and exogenous pressures such as industry norms and policy requirements. Within the gold-mining industry, legislative frameworks may be conducive to alignment goals, though execution constraints limit full application. This belief underpins an inclusive model, where everyone in the workforce is assumed to have talent to some extent (Nakato, 2019) and should be allowed to acquire skills, knowledge and qualities to keep pace with changing organisational requirements (Guerra et al., 2023).

The HR specialists indicated that a range of talent management practices are implemented within the gold-mining industry. The most frequently mentioned practice was the use of performance management and appraisal systems to identify talent at their respective mining shafts. Regarding performance management, Participant 5 stated:

Similarly, Participant 2 observed:

Whereas participants prized performance appraisals as an essential input for the identification and development of talent, there are limitations in merely depending on these tools. Performance appraisals essentially capture past performance and tend to be structured to reward current superior performers (Golik & Blanco, 2014). However, as suggested by Letchmiah and Thomas (2017) and Amushila and Bussin (2021), such a policy might overlook high-potential employees who have yet to demonstrate their potential. This reliance might therefore constrain the talent pipeline by preferring proven performance to latent potential. Within the gold-mining industry, where there are continual skills shortages, enlarging talent assessment to include potential-based indicators may maximise succession planning and strategic workforce continuity.

The participants also referred to the use of individual development plans (IDPs) at many mining shafts to support employee growth and talent development. Individual development plans are designed to enhance employee knowledge, skills and capabilities while aligning personal strengths and interests with organisational goals. Participant 1 explained:

It was further mentioned that many gold-mining companies prioritise adult education and training (AET). Participants indicated that AET Centres focus on essential communication and numeracy skills, providing foundational skills to support job performance. Participant 2 stated:

Participant 1 added:

Participants also found that talent management is reinforced through initiatives such as learnerships, internships, bursaries and leadership development programmes. Participants 3, 4 and 6 highlighted the availability of diverse learning opportunities. Participant 3 stated:

Participant 6 added:

Participant 2 commented:

The participants indicated that training centres within gold-mining companies play a crucial role in equipping employees, particularly those with low literacy levels or formal education, with fundamental communication and numeracy skills. These centres help in career progression and facilitate upward mobility, which results in both individual empowerment and organisational capacity. Furthermore, there is a multidimensional character of training, e.g. portable skills programmes that allow workers with transferable competencies to be utilised in other sectors. Development programmes such as leadership development programmes, mining and engineering learnerships and bursary programmes reflect a dual commitment to organisational capacity building and employee growth.

These findings are in line with prevailing literature stressing career development as a key employee retention and engagement driver (Abiwu & Martins, 2024). The emphasis on lifelong learning resonates with South African institutional agendas, where universities and industry alike encourage ongoing skills development to enhance labour market competitiveness (Osibanjo et al., 2014). Tang et al. (2015) further highlight that staff training and career development programmes address both individual career aspirations as well as general business goals, once again reflecting the strategic value of employee development.

The application of complementary strategies such as performance scorecards, mentoring and apprenticeships towards capacity building and succession planning is in accordance with the best practices in literature (Damer, 2020). Literature also confirms that a capable and responsive workforce provides organisations with a sustainable competitive advantage in increasingly dynamic markets (Durth et al., 2023).

Interestingly, findings reveal a strategic preference on the part of gold-mining companies to build internal capacity rather than relying primarily on external recruitment. Development opportunities appear plentiful, in favour of an inclusive approach in offering opportunities to all employees, rather than restricting benefits to an elite talent pool. However, despite these good practices, participants also referred to limitations such as sparse resources and having to trade off short-term operational imperatives against long-term developmental investments.

Cumulatively, the results highlight the strategic positioning of training and development in talent management practice in gold-mining, as well as the difficult balancing act that organisations have to undertake in sustaining workforce competencies amid sector-specific pressures.

The participants indicated that the role of HR practitioners is to facilitate talent management through guidance and monitoring. For example, Participant 2 stated:

It also became apparent that shared ownership of the talent management process was advocated among mining companies. Participants reported active involvement of line managers, employees and various formal structures to ensure shared responsibility. Participant 2 remarked:

Participant 4 similarly emphasised shared responsibility:

From this discussion, it is evident that gold-mining companies adopt an ethical and responsible approach to talent management. Responsible talent management, a relatively recent construct, is defined as:

The evidence indicates that HR practitioners endorse responsible talent management on the basis of inclusiveness, corporate social responsibility, fairness and equal opportunity, consistent with Anlesinya et al.’s (2019) framework. The participants revealed that they perceive their task as enforcing an ethical process of talent management, which actively interacts with various stakeholders and organisational frameworks, corroborating the notion of collective responsibility. This is consistent with Swailes’ (2020) claim of talent management as an open, morally fair practice requiring collaboration among different actors to achieve justice and legitimacy.

However, the study also detects inherent tensions. While HR professionals would like to promote fairness and inclusiveness, organisational politics and realities of work sometimes restrict such ideals. For example, calls for prioritising compliance with legal obligations or production targets can curtail the extent of ethical discretion in talent issues. Furthermore, the multidimensional nature of harmonising competing interests of different stakeholders, namely management, unions and employees, can make the consistent application of fair principles difficult.

These reflections highlight the significant but charged boundary-spanning role of HR practitioners in balancing strategic imperatives, ethical standards and pragmatic realities. They require not only technical competency in talent management systems but also political acumen and moral abilities to maintain fairness in often contested organisational environments. Generally, these results emphasise the intricate and dynamic character of HR practitioners’ roles in impacting ethical and inclusive talent management for the South African gold-mining sector.

The study has several practical implications for enhancing talent management in gold-mining firms. Because of the engagement of various stakeholders in talent management, there is a need to develop institutionalised processes that clearly define the roles and responsibilities of each structure. These can be operationalised through standard operating procedures, complemented by tools such as talent management scorecards and internal audits to verify implementation and prevent task duplication.

Responsible talent management prioritising inclusivity, corporate social responsibility, justice and equal opportunity (Anlesinya et al., 2019) needs to be institutionalised in organisational practice. The strategy can be implemented by increasing training programme accessibility, implementing open advancement criteria and offering targeted development pathways for underrepresented groups. These strategies are particularly relevant in the gold-mining sector, where the hiring of external talent is challenging because of geographic remoteness and industry image.

There needs to be a shift from solely measuring past performance to also recognising future potential, as emphasised by Nakato (2019). It can be achieved by incorporating psychometric tests into recruitment, succession planning and leadership development schemes. Roll-out can involve training HR managers and line managers in the interpretation of psychometric test results, ensuring fair application and involving unions early on to dispel concerns about bias.

Chief among these potential barriers is financial resistance from operational managers and logistics challenges in the administration of assessments and development programmes in remote areas. These challenges can be addressed through a phased roll-out, the use of digital platforms for training and assessment and targeted change management strategies to secure stakeholder buy-in.

Several limitations must be considered when interpreting the findings of this study. Firstly, not all gold-mining companies volunteered to participate; the findings therefore refer to the six shafts from which data were obtained, all of which are located in the Free State province. This limited geographical and organisational coverage restricts the generalisability of the findings. Future studies would be well advised to incorporate gold-mining operations in other provinces and other mining operations to span an even broader range of organisational contexts.

Secondly, the sample comprised a total of six HR practitioners who were all black Africans, with only two females represented. This demographic homogeneity limits the study’s potential to capture potential racial or gendered variation in HR practices. Given the study’s concern with ‘inclusive’ talent management, future research should make an effort to recruit more diverse participants to enable a richer, more representative understanding of the phenomenon.

Thirdly, reliance on qualitative interviews with HR practitioners alone risks responses that are idealised or policy-compliant reports. Triangulation with employees, line managers, union representatives and other stakeholders in future studies would counter this risk and allow a more balanced view of talent management practices to be constructed.

Fourthly, the cross-sectional design of the study offers only a snapshot, limiting the possibility of examining how talent management practices evolve over time in response to internal and external pressures. Longitudinal designs are recommended to trace changes over time, enabling HR practitioners to develop evidence-based knowledge for ongoing improvement.

Fifthly, while budgetary and time constraints rendered these parameters unavoidable, this study forms the initial qualitative component of a larger mixed-methods research design. The results produced here are capable of informing future quantitative research in verifying the patterns and relationships formed, towards a more complete understanding of talent management in the South African mining sector.