A study on the evaluation of the effects of talent management practices on employee performance in the pharmaceutical companies in Türkiye

INTRODUCTION: It is aimed to draw attention to the place and importance of talent management practices in pharmaceutical companies, to evaluate them according to different departments such as medical and marketing, and to determine the effect of talent management on employee performance.
METHODS: The impact of talent management practices on employee performance was evaluated by applying them to medical directors/regional medical directors and product managers/brand managers/brand specialists working in pharmaceutical companies. For this purpose, the Talent Management Practices Scale developed by Duran et al. (2019) and the Employee Performance Scale validated and reliable by Uludağ (2016) were used. The survey applied to participants as online form. The data obtained from the participants were analyzed using SPSS. The effect of the sub-dimensions of talent management, on employee performance was determined. In this research, "pearson characteristic test, regression test, independent groups t test, ANOVA test" were used to determine the relationship between variables and determine its direction.
RESULTS: A total of 112 people, 51 women (45.5%) and 61 men (54.5%), participated in the study. The impact of talent management practices on employee performance; It varies depending on age, gender, education level, position in the company, whether the company is national or multinational, and working period. As a result of the analyses, it was determined that commitment and employee retention, which are sub-dimensions of talent management practices, have a positive relationship with employee performance.
DISCUSSION AND CONCLUSION: It was found that talent management affects employee performance. As a result of the evaluations of participants in the pharmaceutical industry, it was found that the Attraction, Selection-Placement, Training and Talent pool sub-dimensions of talent management practices implemented by businesses had a positive but weak effect on employee performance. The commitment and retention sub-dimensions were found to have a positive, moderate effect on employee performance.