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The purpose of this paper is to explore the critical role of strategic human resource management in attracting and retaining top talent amidst the intensifying war for skilled workers. The key battlegrounds in the talent wars and the strategic HR levers organisations can use to gain a competitive edge are also highlighted.

The author draws upon previous studies, expert and industry insights to provide an overview of the challenges and strategies related to winning the war for talent. The findings from various sources are synthesised to identify the most critical issues and effective approaches in talent acquisition, employer branding, employee retention and the evolving role of chief human resources officers (CHROs).

This paper finds that innovative recruiting strategies, such as tapping into neurodiverse talent pools and leveraging remote work models, can help companies access new sources of skilled workers. Developing a compelling employer brand and value proposition is crucial for attracting top candidates. Retention strategies, including job crafting, frequent feedback, tailored benefits and a strong learning culture, are essential for engaging and retaining employees. This paper also highlights the increasing strategic importance of CHROs in driving talent management and organisational success.

This paper offers a timely overview of the war for talent by synthesising insights from various sources to offer actionable strategies for HR leaders. It emphasises the critical role of strategic HR in attracting and retaining top performers and underscores the importance of adapting talent management practices to the rapidly evolving world of work. This paper can be used as a source of information for HR professionals and executives, address some of the challenges of the talent wars.

Retaining talents has been a significant issue for companies globally. Recent statistics suggest that the trend is rising at an alarming rate. This paper aims at examining these statistics, the driving factors, and how organisations can deal with this issue to retain current employees and to attract prospective employees.

This paper discusses the drivers of these high turnover rates and the associated costs. Based on these, suggestions on how to retain and attract talents are offered.

The evidence available illustrates that employee turnover continues to hamper the growth of companies and can pose existential threats to these companies. It also suggests that listening to concerns or reasons accounting for the exit of employees can go a long way to reduce the current trends.

The suggestions presented in this paper highlight the possibility of curbing the high rate of turnover. By taking these suggestions, organisations can avoid the enormous costs associated with employee turnover while building a healthy organisation for their employees.

This work is timely given the high rate of turnover recorded worldwide, even during the pandemic.

Performance management (PM) remains one of the fundamental human resource practices in organisations today and is a dominant strategy adopted in managing employees. This paper aims to analyse extant research on PM conducted globally to inform research and practices in an African context.

A systematic review of 43 articles published in 22 journals ranked by the Australian Business Deans Council and Chartered Association of Business Schools was undertaken. The papers selected were limited to the past two decades (2001–2021) to focus primarily on contemporary practices.

The findings of this review indicate that PM continues to gain attention from African scholars and practitioners, though not as prominently as indicated within the broader global context. The review also exposed significant gaps in current research, including PM issues, theoretical or conceptual development and methodological approaches, which, if addressed, could inform future practices and research foci.

The primary limitations of this study are a focus on the most recent two decades of research into PM and the intention to direct learnings from this review of scholarly insight towards a focus solely on an African context. Thus, as interpretations of insights are based upon the perspective of how these can inform PM practices in Africa, a direct extrapolation of the findings to other contexts may not be appropriate.

This review of research conducted into PM globally in the past two decades has identified limited contributions from within the African context. This lack of contextual understanding may well be affecting the adoption and creation of globally recognised PM practices in Africa. As such, there is an opportunity to understand better the complexities associated with PM by embracing theories and formulating, testing and refining existing models to consider performance issues at more profound levels of analysis within an African context.

This study presents insights into global trends in PM research and practices not previously explored, highlighting a need for more contextualised research to progress Africa beyond current theoretical, conceptual and methodological limitations.

The purpose of this paper is to explore the factors influencing office occupancy and the broader implications for workplace dynamics in Australia in the post-pandemic era.

The authors draw on industry insights, research data and expert opinions on remote work and office attendance to explain post-pandemic trends.

The paper finds that average office occupancy reached 71% of pre-pandemic levels in Q3 2023, indicating a significant rebound from earlier downturns. This can be explained by factors such as improved vaccination rates, clearer return-to-office policies by large corporations and a greater understanding of the virus.

This paper offers valuable insights on the implications of physical, hybrid and remote work highlighting the growing recognition of the importance of physical workspace in fostering collaboration, innovation and organisational culture. It also brings together evidence of the impact of flexible options that may support greater social and environmental sustainability.

This paper investigates the impact of performance management (PM) practices on firms' financial performance and the mediating role of co-worker and supervisor support.

Data were collected through a two-wave survey. The authors tested the hypotheses using data from 439 employees.

The authors find that PM practices positively influence a firm financial performance. The results also show a positive indirect relationship between PM practices and firm financial performance through co-worker support. The mediated effect is about 0.2 times as large as the direct effect of PM practices on firm financial performance. The results also show that supervisor support partially mediates the relationship between PM practices and firm financial performance.

The authors extend our knowledge of PM practices–firm financial performance relationships. The study advances the existing knowledge on this relationship beyond the traditional input-output models by exploring the mediating role of employee involvement in the relationship between PM practices and firm financial performance. Specifically, the authors' findings reveal that co-worker and supervisory support can act as a mediator in this relationship, shedding new light on the importance of employee/supervisor involvement in PM practices.

The findings highlight the need for managers to take a crucial look at the importance of co-worker and supervisor support. This suggests that organisations can focus on providing adequate training to managers and supervisors to enhance their ability to provide social support to their employees. Organisations can also encourage a positive and supportive workplace culture to foster an environment that promotes employee engagement, motivation and performance.

The results of this study enrich the literature on PM practices–firm financial performance by conceptualising supervisor and co-worker support as mechanisms through which this relationship occurs. By so doing, the authors clarify how PM practices affect firm financial performance.

The purpose of this paper is to investigate the current performance management system of the Sefwi Wiawso Municipal Assembly as well as the challenges faced by the Assembly in implementing its performance management system.

The specific design that was adopted is the case study approach. The primary data were gathered through in-depth interviews. In total, 20 heads of departments and employees were purposively sampled. The data gathered from the interviews were analysed using Miles and Huberman’s (1994) approach to qualitative data analysis.

The paper reveals that the performance management system of the Assembly has not been effective. The study also reveals poor communication, poor integration, low commitment by the top officials, absence of training, inadequate capacity for setting clear targets and objectives, and measuring and evaluation criteria for performance assessment, cultural issues, absence of rewards for good performance, financial constraints, weak and highly bureaucratic management systems as challenges facing performance management system of the assembly.

This study indicates that the training of supervisors and the linking of performance management systems with reward and recognition are key to ensuring an effective implementation of the performance management system of the Assembly.

This paper contributes to literature by examining the performance management system of the Sefwi Wiawso Municipal Assembly in the Western Region of Ghana by describing and drawing lessons from local government experiences in the implementation of performance management systems in developing countries.