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Stream/Area:
-
Subject:
-
Paper ID:
IJSREM65435
Volume:
10 |
6 |
Jun 2026
Pages:
1-6
Publication Frequency:
Monthly (12 issues per year)
License:International Journal of Scientific Research in Engineering and Management follows the Creative Commons Attribution 4.0 (CC BY 4.0) License, allowing free use and distribution with proper attribution.
Department of Commerce
Gulbarga University, Kalaburagi.
Department of Commerce
Gulbarga University, Kalaburagi.
Employees are considered one of the most important assets of any organization. In the banking sector, where competition, technological changes, and customer expectations are continuously increasing, the role of talented employees has become more significant than ever. Talent management helps organizations identify, develop, and retain skilled employees who contribute to organizational growth and success. However, the effectiveness of talent management initiatives largely depends on employees’ awareness of the opportunities and programs provided by the organization. The present study focuses on examining the awareness level of employees regarding talent management practices in selected public and private sector banks in Kalaburagi District. The study is based on primary data collected from 300 employees working in State Bank of India (SBI) and HDFC Bank. Descriptive statistical tools such as mean and standard deviation were used to analyze employees’ perceptions of talent management practices. The findings indicate that most employees are aware of the talent management initiatives implemented by their banks. The study also reveals that effective communication, employee participation, and managerial support play an important role in improving awareness levels. The study concludes that employee awareness is essential for the successful implementation of talent management practices and contributes positively to employee engagement, job satisfaction, and retention.
KEYWORDS
Talent management has become a critical component of human resource management in the banking sector. The present study concludes that employees of both SBI and HDFC Bank in Kalaburagi District possess a satisfactory level of awareness regarding talent management practices implemented by their organizations. The results indicate positive perceptions toward talent identification, employee development, organizational communication, and talent retention initiatives. Furthermore, the study found no significant difference between public and private sector bank employees in terms of awareness of talent management practices. This suggests that both sectors have made considerable efforts to promote talent management among their workforce. Therefore, banks should continue to strengthen communication, employee engagement, and developmental opportunities to further enhance awareness and maximize the effectiveness of talent management practices, ultimately contributing to organizational growth and employee retention.
1. Armstrong, M. (2021). Armstrong's Handbook of Human Resource Management Practice (15th ed.). Kogan Page. 2. Pandita, D., & Ray, S. (2018). Talent management and employee engagement: A meta-analysis. Industrial and Commercial Training, 50(4), 185–199. 3. Jyoti, J., & Rani, R. (2014). Talent retention strategies for Indian banking sector. Himalaya Publishing House. 4. Collings, D. G., & Mellahi, K. (2009). Strategic talent management: A review and research agenda. Human Resource Management Review, 19(4), 304–313. 5. Lewis, R. E., & Heckman, R. J. (2006). Talent management: A critical review. Human Resource Management Review, 16(2), 139–154. 6. Cappelli, P. (2008). Talent management for the twenty-first century. Harvard Business Review, 86(3), 74–81.
Publication Date
6/24/2026
Peer Review Type
Double-Blind Peer Review
Review Rounds: 2
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Conflict of Interest
The authors declare no conflict of interest related to this research work.
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