Talent Management Dashboard in the Public Sector: Assessing the Impact of Organisational Learning and Development Effectiveness

Abstract

Effective talent management in the public sector in Nigeria has at all times been undermined by adverse organisational learning structures and mundane development initiatives. Despite the immense knowledge of how strategic talent dashboards' usability in tracking performance and decision-making exists among institutions in the public sector, numerous institutions fall behind in adopting frameworks that consider labourers' output of learning within talent design. This shortcoming is to blame for poor successions, staff low morale, and mismatching skills. Hence, this study examined the impact of organisational learning and effectiveness in development on talent management dashboard in the public sector. This study was, therefore, based on the Human Capital Theory and the Organisational Learning Theory. The study employed a descriptive design and utilized soft and hard copies of a guided questionnaire distributed among 560 workers and management of the Ogun and Lagos State Civil Service Commission—purposively recruited being they are strategically positioned in administrative governance and planning of people's resources for the states. Smart-PLS version 4 was used to analyze data to study the path relationships and predictive power of learning and development effectiveness towards talent management dashboard. The findings revealed that organisational learning significantly and positively influenced the utilisation and strategic alignment of the talent management dashboard, while development effectiveness had a strong moderating effect between learning practices and dashboard implementation. It was discovered that when employees go through customised capacity-building interventions and feedback mechanisms are incorporated into training cycles, the effectiveness of the talent management dashboard is significantly enhanced. The findings further showed that efforts towards learning and development explain 56% of variance in perceived use and usefulness of talent dashboards among public managers. It was, therefore, concluded that nonexistence of persistent, context-dependent organisational learning arrangements leads to underutilisation of talents as well as decision-making based on data in the Nigerian public sector. Therefore, the study posits that policy models in civil service commissions should integrate real-time learning assessment systems directly linked with talent dashboards to stimulate evidence-based training models, and promote adaptive learning culture.