INTERNATIONAL JOURNAL OF RESEARCH AND INNOVATION IN SOCIAL SCIENCE (IJRISS)  
ISSN No. 2454-6186 | DOI: 10.47772/IJRISS | Volume IX Issue XIV November 2025| Special Issue on Management  
Talent Pool Attraction and Retention Strategies: Case of Tunisian  
International Companies  
1Dr. Imen Zamit., 2Pr. Lassaad LAKHAL  
1Department of Management, IAE Savoie Mont Blanc, Annecy, France and Department of  
Management, Institute for Research in Management and Economics, University Savoie Mont Blanc,  
Annecy, France.  
2Department of Management, Faculty of Economic Sciences and Management, University Sousse,  
LAMIDED Research Laboratory, Sousse –Tunisia  
DOI: https://dx.doi.org/10.47772/IJRISS.2025.914MG00234  
Received: 03 December 2025; Accepted: 08 December 2025; Published: 10 December 2025  
ABSTRACT  
The present work aimed to explore new talent management practices that attract and retain internal and external  
talent to meet competition and increase business productivity. The theme and problem addressed in this research  
offer insights into aspects that have, to date, been little explored. In response to this issue, we conducted 45 semi-  
structured interviews with human resources managers and talent pools from five Tunisian international  
companies specializing in IT and telecommunications (Sofrecom, Vermeg, Leoni, Orange Group, and Ooredoo).  
The data were analyzed using NVivo 10 through a thematic content analysis approach. The findings could inform  
the development of effective support strategies for talent pools to maximize their potential and ultimately  
reinforce their retention.  
Keywords: Innate talent, acquired talent, talent management practices, talent attraction, talent retention.  
INTRODUCTION  
In 1998, the McKinsey consulting group coined the term “war for talent” and asserted that a fundamental belief  
in the importance of talent is necessary to achieve organizational excellence (Michaels et al., 2001). Talent  
management is a priority for human resources (HR) professionals seeking to access talent in the war for talent  
(Volini et al., 2019), as it enables the building and maintenance of a pool of future leaders (Collings et al., 2019;  
Mäkelä et al., 2010). Over the last few years, there has been a notable increase in the number of books and  
articles in the field of talent management, which is increasingly seen as a high priority issue for organizations  
worldwide (Boudreau and Ramstad, 2007; Cappelli, 2008; Miralles, 2007; Mundschau, 2013; Martin, 2014;  
Peretti, 2011; Pachulski, 2010; Thévenet and Dejoux, 2010). Effective talent management is considered a key  
determinant of organizational success (Beechler and Woodward, 2009; Iles et al., 2010), and it is essential to the  
survival and sustainability of organizations (Lawler, 2008).  
Furthermore, the war for talent has led to a situation where Company A hires a high-level employee from  
Company B, and vice versa, resulting in a lose-lose situation. Today's talent management has moved beyond the  
battle and now focuses on how to engage and retain valuable employees by offering them compelling  
experiences. Talent acquisition, which is an integral part of talent management, is now being challenged to think  
differently about recruiting and selecting workers. Once a person is hired, talent management becomes the  
organizational architect of employee experience, integrating the physical environment, technology, and culture  
(Morgan, 2017) to create fertile ground for sustainability (Savitz and Weber, 2006). Therefore, the current  
context leads us to believe that the major challenge facing all companies today is not only identifying the talent  
pool but also attracting and retaining it, given that talented workers are currently seeking personal fulfillment  
and demanding good working conditions. The objective of this article was to implement a talent management  
strategy that attracts and retains scarce skills.  
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INTERNATIONAL JOURNAL OF RESEARCH AND INNOVATION IN SOCIAL SCIENCE (IJRISS)  
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The remainder of the article is structured as follows: in the first part, we present the nature of “innate and  
acquired” talent and how talent management processes work. In the second part, we outline the research  
methodology used. Then, the results drawn from the empirical study are discussed in the third part. Finally, the  
last part presents the theoretical and managerial contributions, limitations, and prospects of this research.  
Theoretical framework  
Innate talent or acquired talent  
The innate versus acquired perspective addresses the controversy of whether talent is innate or acquired (Dai,  
2009; Dai and Coleman, 2005). Proponents of the innate approach believe that talent is largely innate (Tsay and  
Banaji, 2011). They carefully seek out, select, and recruit individuals who are considered to be highly talented  
(Cappelli, 2008; Dries, 2013), which is, according to Dries (2013), because some decision-makers within the  
organization believe that people are born with talent and that the likelihood of people changing over time is low.  
Such assumptions tend to have implications for how talent can or cannot be managed. Thus, Buckingham and  
Vosburgh (2001) and Davies and Davies (2010) explain that while skills and knowledge are relatively easy to  
teach, talent is a much more enduring and unique characteristic, and therefore almost impossible to learn or  
teach.  
However, the acquired perspective views talent as the result of deliberate practice and continuous learning from  
experience. Pfeffer and Sutton (2006) argue that, despite all the myths surrounding talent, it still depends on  
experience and effort. Although not everyone has the same ultimate potential, there appears to be some consensus  
in the literature on the importance of deliberate practice (Ericsson, 2006) and experience (Briscoe and Hall,  
1999). Meyers et al. (2013) argue that talent can be developed, and talent management could be heavily focused  
on employee training and development, with selection decisions based on candidates' experiences and prior  
learning.  
Most specialists in the field of talent management agree that talent comprises both innate and acquired  
components, although they differ greatly in the importance they attach to each (Walker et al., 2010).  
Consequently, the definitions of talent used by the above researchers can be placed on a continuum, ranging  
from innate to acquired talent. In addition, talent in the workplace depends not only on innate factors but also on  
latent (hidden, untapped), intermediate (concerted, deliberate), and evolving (experience-based) elements (Silzer  
and Church, 2010). Furthermore, some employees may develop their talent through learning, which is the  
greatest contributor to their talent development. Indeed, one cannot deny that, regardless of the talent, they need  
training to work effectively in a company, but above all, to learn more quickly and complete the job efficiently.  
Furthermore, regardless of someone's skill level, their performance can be improved through training programs.  
Thus, on the continuum of innate and acquired, talent leans more toward the acquired continuum.  
Talent management process  
The talent lifecycle encompasses all stages of interaction between an organization and its human capital. This  
ranges from creating a talent brand that attracts the right talent to acquiring, integrating, developing, deploying,  
retaining, and even recovering talent. This process is shown in Figure 1.  
Figure 1:Talent life cycle  
Source: Schiemann (2013)  
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ISSN No. 2454-6186 | DOI: 10.47772/IJRISS | Volume IX Issue XIV November 2025| Special Issue on Management  
As shown in Figure 1, attracting and retaining talent within organizations has become a key characteristic of  
organizational competencies for ensuring a sustained competitive advantage. Therefore, Boxall and Steenveld  
(1999) indicate that investing in the talent pool is associated with attracting, deploying, retaining, and developing  
human resources that can give the organization a competitive advantage. Thus, these authors assert that statistics  
show that 43% HR professionals (including talent development manager, talent acquisition manager, career  
manager, compensation manager, and training manager) engage in recruiting key talent, whereas 55% continue  
to develop talent internally, and 35% are likely to recruit talent internally, with an emphasis on retaining talented  
employees. Recruiting, engaging, and retaining talented employees have become emerging priorities for  
organizations; therefore, they should give greater attention to the talent management strategies they adopt  
(Rowland, 2011).  
In conclusion, the talent management process consists of five main stages: attracting, selecting, engaging,  
developing, and retaining talented employees. For companies to gain a competitive advantage, the demand for  
human capital will continue to drive talent management (Gallard-Gallardo et al., 2020).  
Talent Attraction  
Some researchers believe that attracting and retaining talent, with a focus on the exclusive individuals model,  
are the two fundamental requirements of talent management (Iles et al., 2010). These authors argue that the first  
step talent management should focus on is the identification of the “talent pool,” which can be both internal and  
external to the organization. In addition, the “employer brand” and “employee segmentation” should focus on  
attracting talented employees. Furthermore, talented individuals join organizations they find attractive and bring  
added value to them (Glen, 2007).  
Nonetheless, creating a high-quality brand for the company can be a challenging task. As a result, companies  
must be innovative in creating a high-quality brand and be committed to bringing the best to the organization.  
Most of the world's top companies continually recruit new talent. They are continuously looking for talent, which  
means that they do not only recruit when a position opens; they recruit when they find talent. This does not mean  
that they do not focus on talent development; they can recruit talent whenever they see them for strategic  
positions (Chambers et al., 1998). We can therefore make the following proposition:  
P1: Brand image attracts and retains the talent pool within the company.  
Talent acquisition  
The “war for talent” has focused on acquiring and assimilating the most talented employees in the labor market.  
According to Huselid (1995), human resources play a critical role in the effectiveness and performance of an  
organization. Likewise, Bhatnagar (2004) asserts that talent has become the main differentiating factor in human  
capital management and the exploitation of competitive advantage. Better talent acquisition enables increased  
engagement of talented employees and their productivity within the company.  
Today, we live in a highly competitive environment, which is why it is essential to maximize the engagement,  
motivation, and retention of the work team through a diligent talent acquisition process. It is critical to implement  
a well-defined talent recruitment process and execute it from start to finish, which will yield consistent and  
compliant results and provide a competitive advantage in the war for talent (Ronn, 2007). We can therefore  
formulate the following proposition:  
P2: Talent acquisition enhances the engagement of talented employees’ engagement and the company's  
productivity.  
Developing talent  
To achieve high potential within the organization, the potential of talented employees must be realized. Talent  
development should be linked to learning plans and development programs. Appropriate combinations of  
learning and development are therefore necessary at the relevant stages of a talented employee's career to realize  
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their full potential in the future. Talent development can be valuable for a company that is growing slowly, but  
it can even pose risks for fast-growing companies. To develop talented employees, companies need to implement  
informal and formal learning programs (Areiqat et al., 2010). In addition to skills and knowledge, talent  
development depends on changes in performance, perception, and behavior (Charan et al., 2001). In this case,  
talent management must continuously develop its highest-performing employees for potential new positions,  
identify their knowledge gaps, and implement training initiatives to enhance their skills and ensure they remain  
with the company (Carins, 2009).  
For example, in Europe and the United States, corporate universities have become one of the most vital sources  
of corporate development and training, and these universities are recognized as an essential aspect of strategic  
organizational creation (Holland and Pyman, 2005). Thus, a corporate university is an “in-house” training  
program that provides formal learning and knowledge creation within the organization. For Holland and Pyman  
(2005), corporate universities are catalysts for human resource development, and the emergence of these  
universities underscores their importance in the field of human resource strategy development, ultimately  
contributing to the success of talent management within organizations. Glen (2007) points out that despite the  
existence of organizational development and assessment programs, most talented individuals remain unknown  
within their organizations; Therefore, organizations must implement an effective development and assessment  
plan to identify opportunities as a key element of talent management for the achievement of their mission, which  
must also take advantage of excellent on-the-job development opportunities and offer not only effective  
mentoring and coaching but also high-quality assessment activities.  
Additionally, Williamson (2011) suggested that a new concept of talent development can be achieved through  
the use of the talent matrix. The author argues that evaluating performance and potential, and classifying  
employees into A, B, C, and D player types, enables the design of training programs customized to each  
employee type. For example, A players should be offered the highest level of development, B players'  
development should focus on interactive skills, C players should be given challenging goals and be closely  
monitored, and there should be a clear path of separation for D players. We can therefore suggest the following  
proposition:  
P3: Talent development through training is a tool for attracting and retaining talented employees.  
Retaining talent  
Due to the economic slowdown, workforce reductions, and the brain drain abroad, using strategies that prevent  
organizations from losing knowledge has become a critical concern for existing businesses. Whelan and Carcary  
(2011) indicate that Generation Y shows less loyalty to their employers, and many employees lose their talents  
to rival headhunters.  
In this context, several factors must be implemented to retain talented employees in the company. For example,  
hygiene factors, such as benefits, compensation, and location, directly affect professional success, as well as  
intrinsic rewards that indirectly reduce talent loss (Whelan and Carcary, 2011). Some companies believe that  
talent attraction and retention are the two fundamental requirements of talent management (Iles et al., 2010).  
Nevertheless, others believe that they only need to attract and develop talent, but pay no attention to retaining  
talented employees. These groups invest in talent; however, when it comes to capitalizing on their investment,  
the talent leaves their organization. Every company needs to know why its talent leaves and find a solution to  
address the loss of talented employees. Thus, there are similarities and differences between organizations'  
strategies for retaining talented employees. Each country has its own specific strategy for retaining talented  
people:  
In Brazil, France, and the Netherlands, they stimulate passion.  
In Japan, they intimidate people with confidence and respect (a good working relationship).  
In Italy, they rely on performance evaluations.  
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In South Korea, companies retain employees based on objectives and performance.  
In Canada, it depends on employee satisfaction, motivation, retirement benefits, the long-term success  
of the organization, etc. (Hughes and Rog, 2008).  
Based on the literature review, each country could use various strategies to retain its talent (Poorhosseinzadeh  
and Subramaniam, 2012). Table 1 summarizes the different phases of the talent management process explained  
above (Thévenet and Dejoux, 2012).  
Table 1: The talent management process  
Attract  
Develop an attractive employer brand image  
Identify internal talent to develop  
Analyze current and future talent needs  
Recruit  
Incorporate talent into the company's social responsibility policy  
Recruit continuously  
Target the world with global virtual games  
Develop new arguments live from Generation Y  
Retain  
Understanding motivational factors  
Turning managers and senior staff into talent developers  
Investing in working conditions quality and daily recognition  
Develop  
Focus on the individual  
Generalize development tools  
Set levels of responsibility and results  
Evaluate and train continuously  
Manage conflicts  
Learn to value yourself  
Source: Thévenet and Dejoux (2012)  
As shown in the table above, several steps are involved in building a well-defined talent management process.  
The goal of implementing this process is to develop the skills of talented employees, enabling them to achieve  
exceptional performance and compete in the external market.  
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The benefits of focusing on attracting and retaining talent  
According to Schneider (1987), organizations attract, select, and retain people who share their values. Research  
has focused on these phases from the perspective of the fit between individuals and organizations. Regarding  
attraction, Turban (2001) claims that candidates' familiarity with the recruiting organization is positively  
correlated with their attraction to the company. He confirms that familiarity has direct and indirect effects on the  
attractiveness of potential employers. Additionally, Judge and Bretz (1992) assert that the alignment of values  
between students and hypothetical organizational contexts is positively related to their predicted job choice  
decisions. According to Cable and Judge (1996), candidates choose to join organizations they believe are suitable  
for them. A study by Albinger and Freeman (2000) suggests that an organization's reputation is fundamental for  
attracting top talent. These authors reveal that companies with a well-established brand image in the job market  
attract many talented new candidates. Additionally, O'Neal and Gebauer (2006) argue that monetary and non-  
monetary factors attract talented employees to some organizations. These factors influence individual choices  
regarding job opportunities within an organization and the decision to accept a position in a particular  
organization. Besides, other factors, such as work-life balance, competitive compensation, and challenging work,  
are attractive to employees.  
In addition, one of the primary concerns for many organizations is employee retention. According to De Long  
and Davenport (2003) and Schramm (2006), retention is a strategic opportunity for many organizations to  
maintain a competitive workforce. Thus, retaining a talented workforce enables many HR director to consider  
various practices within the company to retain talent in the labor market, both within and outside the organization  
(Kaliprasad, 2006). Retention is improved when employees are offered excellent compensation, significant  
benefits, a favorable work culture, training programs, career advancement opportunities, and a good work-life  
balance (Messmer, 2006). Farley (2005) asserts that organizations that represent best practices in Human  
resources management (HRM) consider employee retention a strategic issue for the organization. The author  
notes that these organizations have well-defined plans that prioritize the skills they want to retain and the job  
offer that best suits their objectives. The company's human resources, which comprise the management team,  
employee communications, public relations, and line management, collaborate to solve the problem  
cooperatively (Patel, 2002). We can therefore make the following proposition:  
P4: Attracting and retaining talent are two talent management practices that enable companies to  
compete.  
METHODOLOGY  
We adopted an exploratory qualitative approach to achieve this research’s objective, aiming to attract and retain  
talent within the company. As part of our qualitative research, we opted for data triangulation, which involves  
semi-structured interviews, collecting internal and external documents, and undertaking field observations. The  
objective of data triangulation is to identify new talent management practices to attract and retain talented  
employees (Hentz, 2012).  
The first phase of data collection focused on field observation. During our initial visits to international  
companies, we sought to understand the company culture and its employees. We held meetings with HR  
directors, who presented their talent pool and the definition they use to identify talent. The second phase of this  
qualitative study focused on document collection. This phase required the data to be examined and interpreted  
to make sense of it and develop empirical knowledge (Corbin and Strauss, 2008; Rapley, 2007). These  
documents provide an overview of the company, its activities, and its progress in the field of talent management,  
ensuring that the interviews run smoothly. The final phase involved semi-structured interviews, which are the  
primary source of data collection.  
During the semi-structured interview, we used two interview guides, prepared in advance. The interviews in our  
qualitative study lasted between 45 minutes and one hour. The first interview guide consisted of several questions  
that were addressed to 20 human resources professionals, including the HR director, talent development  
manager, talent acquisition manager, career manager, compensation manager, and training manager. These  
interviews focused on finding individual development plans for the talent pool to attract and retain rare skills. A  
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second series of semi-structured interviews was conducted with 25 talented employees from the international  
companies studied. We selected individuals who are IT engineers (business managers, IT architects, web  
developers, etc.).  
The interviews were conducted face-to-face on-site and online for talents who had moved internationally. As  
part of this research, we made recordings using a tape recorder, which made it easier to transcribe the interviews.  
The interview guides for this research consisted of two parts. The first part covered general information about  
the interviewees (last name, first name, age, level of education, and position held). The second part covered  
talent management practices studied by Tunisian international companies, including talent acquisition, training  
programs, performance and potential assessments, career development, compensation, and work culture.  
Our chosen field of research consists of five international companies based in Tunisia that specialize in  
information technology. These companies have begun working on talent management in the last two years. This  
is a topical issue that concerns all Tunisian companies, which have been suffering from a brain drain abroad and  
a shortage of talent on the Tunisian market, particularly in the IT sector, since the January 14, 2011, revolution.  
Our survey, which focused on identifying a talent management strategy that attracts and retains talent, was  
conducted on a sample of five companies: three in the IT sector (Vermeg, Sofrecom, and Leoni) and two in the  
telecommunications sector (Orange and Ooredoo). Table 2 illustrates the characteristics of our research sample.  
Following the qualitative data collection phase, we performed a thematic content analysis using NVivo 10  
software.  
Table 2: Characteristics of respondents  
Talent pool characteristics  
Characteristics of HR Managers  
Number of HR Function  
Enterprise  
Sofrecom  
Number of talents Function  
interviewed  
managers surveyed  
5 respondents  
4 respondents  
Two division managers  
HR Business Partner  
HR Director  
Director of Consulting and  
Sales  
Talent  
Acquisition  
Director of Research and  
Innovation  
Manager  
Career Manager  
HR Director  
Director of Business Unit  
Technical Architect  
Vermeg  
4 respondents  
5 respondents  
Insurance  
and  
Finance  
Talent  
Development  
Software Manager  
Manager  
Java  
Research  
and  
Recruitment Manager  
Training Manager  
Development Engineer  
Manager - Business Expert  
for Banking and Insurance  
Software  
Head  
of  
Internal  
Communications and  
HR Marketing  
Leoni  
3 respondents  
6 respondents  
Project Manager  
HR Business Partner -  
Training Department  
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Production  
Logistics Manager  
Control  
and  
HR Business Partner -  
Recruitment  
Department  
Engineering  
Manager  
Department  
Talent  
Development  
Manager  
HR Director  
Career Development  
Manager  
Payroll Manager  
Orange  
5 respondents  
3 respondents  
Business  
Manager  
Development  
Head of Training and  
HR Development  
Administrative, Purchasing,  
and Logistics Director  
Head of Recruitment  
Head  
of  
Talent  
Development  
Telecommunications  
manager-Engineer  
Technical Support Engineer  
IT Consultant  
Ooredoo  
8 respondents  
2 respondents  
Web and mobile developer  
Cybersecurity engineer  
IT consultant  
Human  
Manager  
Resources  
Social  
Head  
of  
Services, Health, and  
Occupational Safety  
Telecom  
engineer  
and  
network  
Quality engineer  
Manager - Business expert  
for telecommunications and  
insurance software  
IT architect  
Project manager  
RESULTS AND DISCUSSION  
The results of this research enabled us to identify six themes related to new talent management practices, which  
we will list and explain using verbatims from the semi-structured interviews.  
Talent recruitment  
To begin with, most interviewees indicated that “talent recruitment is carried out by talent acquisition managers.  
These managers are responsible for employment marketing initiatives, branding campaigns, employee  
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engagement programs, and loyalty programs...” YR (HR Director, Leoni). Talent acquisition managers  
implement talent-specific recruitment strategies and use sourcing and headhunting to identify the best talent on  
the job market. “...I was recommended by someone who works at Orange, and I applied for a vacant position.  
The Orange group generally recruits through headhunting, recommendations, and internal mobility. These  
recruitment tools are effective and successful.”ꢀSH (Talent Engineer, Orange). In addition, talent acquisition  
managers may be involved not only in the search and selection of talented candidates but also in developing  
company policy for identifying and evaluating talent pools.  
Furthermore, the results of our empirical research indicate that employer branding establishes the organization's  
identity as an employer, covering its value system, policies, and behaviors to attract, motivate, and retain current  
and potential employees. Indeed, the companies studied presented various tools that help identify brand image,  
such as social media, brand ambassadors, and the company's strong employability. One respondent stated that  
“... Sofrecom really attracted me with its international brand image, its ‘process’ and communication within the  
workplace. In 2017, it was trendy to work for a company in the IT sector...” MS (Talent Engineer, Sofrecom).  
With a strong brand image shared on social media, a company can increase the number of applicants, reduce  
recruitment costs, and stand out from its competitors. Social media is becoming the primary tool for helping  
companies attract and retain top talent.  
Social media can be used as an opportunity to showcase the company's work culture, highlighting its strengths  
and inspiring future employees. "With the rise of digital technology and social media, candidates almost  
automatically research the company before applying. Having a good image on the internet is also essential to  
avoid losing potential applicants..." MS (HR Director, Orange).  
This finding aligns with the work of Backhaus and Tikoo (2004), which indicates that employer branding  
promotes, both within and outside the company, a clear vision of what makes a company different and desirable  
as an employer. According to Minchington (2007), in today's business world, employer branding is a competitive  
advantage for acquiring, developing, and retaining talent. Promoting the brand within the organization will  
increase employee loyalty, while promoting the brand externally will make it more attractive to potential  
employees. For example, Jenner and Taylor (2008) place particular emphasis on defining employer branding as  
a company's efforts to communicate to external and internal audiences what makes that company a desirable and  
distinguished employer.  
Moreover, some interviewees stated that managers can foster a climate of trust by supporting recruits during  
the post-acquisition period. This strategy helps motivate and retain talented employees within the company. In  
the same vein, one of the HR managers interviewed added that “for key positions, and more specifically for  
talents, the integration phase is different. There is more support from their line manager and more specific  
training, implying that their integration is continuously monitored...ꢀ" RT (talent development manager, Leoni).  
Thus, the mentor's goal is to help new talent become independent professionals, increase their motivation, and  
learn new work techniques. According to Nikandrou et al. (2000), post-acquisition talent management is  
responsible for establishing relationships of trust with colleagues and subordinates in the acquired company,  
which can be extremely challenging, as in many cases, they must deal with employees' concerns, uncertainties,  
and negative reactions.  
Training program  
To begin with, most respondents indicated that certified training is the primary tool for attracting and retaining  
talent in the job market. "Today, Orange offers certified training for its talent pool, which greatly motivates them  
at work. Besides, our talented employees share their certified diplomas on LinkedIn, which attracts external  
talent..." HK (Talent Engineer, Orange). Indeed, promotions and annual bonuses can motivate talented  
employees. However, these long-term rewards are often only effective if short-term gains offset them. Short-  
term gains may include training certificates. Training talented employees increases their satisfaction, facilitates  
skills updating, enhances their sense of belonging, strengthens their commitment to the organization (Bushardt  
et al., 1994), and boosts the organization's competitiveness (Burden and Proctor, 2000; Hughey and Mussnug,  
1997).  
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In addition, HR managers at the surveyed companies indicated that their companies have implemented a new  
strategy to attract and retain talent, focusing on funding academic training. "... three years ago, Vermeg funded  
my evening classes in MBA. This training helped me advance my career, which is why I am still loyal to this  
company." KH (Talent Engineer, Vermeg). According to the results of this research, HR managers in the IT field  
indicated that they are currently funding evening classes for their talented technicians who wish to obtain an  
engineering degree. Funding academic courses gives talented employees a sense of belonging to the company.  
The company's commitment to meeting its employees' training needs has a positive impact on employee  
satisfaction, which leads to increased employee motivation and retention (Mak and Sockel, 1999; Ranft and  
Lord, 2000). This commitment results in employees being exposed to high-quality job-related training, leading  
to improved employee morale, a greater sense of achievement and fulfillment among employees (Elizur, 1996),  
and finally, increased organizational competitiveness.  
Furthermore, some respondents stated that “the talent development manager provides each talent with the tools  
they need to develop their career. They work with each talent on an individual training plan (mentoring,  
coaching, group program)...” FA (talent development manager, Orange). These individual training programs  
(ITPs) aim to broaden the perspectives of talents, improve their understanding of various activities, and share  
their experiences. They enable talented employees to work with executives, acquire knowledge through exposure  
to leadership practices and strategies, and develop their individual talents to their full potential. As such, an ITP  
helps improve retention of top employees, as these plans directly address the expectations of high-performing  
employees: acquiring new skills on the job (Trevor et al., 1997) and receiving individualized attention  
(Lombardo and Eichinger, 2000). In addition, ITPs provide a structure through which employees receive  
managerial mentoring, ensuring that the objectives of personalized development plans are achieved, which  
improves retention of top talent by offering the learning and development opportunities sought by high  
performers (Allen et al., 2010; Wang-Cowham, 2011). In other words, ITPs have strong potential to create  
company-specific human capital (Coff and Kryscynski, 2011).  
Performance and potential assessment  
The results of this qualitative study indicated that the evaluation phase also allows for performance bonuses to  
be offered: "the distinction between the best and worst performers is made in terms of the variable portion (the  
bonus), set according to the manager's assessment at the end of each year. Talented employees are the most  
distinguished in terms of compensation." YR (HR Director, Leoni). This performance bonus encourages talented  
employees to increase their productivity at work, thereby building loyalty. In the same vein, Trevor et al. (1997)  
assert that there is a clear link between high salary growth and low staff turnover in the working group. Indeed,  
top performers expect to earn significantly more than the average employee. As Baldwin et al. (2013, p. 262)  
eloquently put it, “Nothing is likely to burn out your star performer more than equal rewards, where everyone  
gets the same regardless of performance.”  
Career development  
Firstly, the interviews conducted showed that, for most interviewees, internal mobility is a tool for attracting  
and retaining talent. In this context, one of the HR managers interviewed stated that "... I would rather talk about  
internal recruitment than internal mobility because talent who see that the company focuses on internal  
recruitment believe that they can advance their careers either horizontally or vertically; there are talented  
individuals who have changed jobs as their careers have evolved: you can progress in different areas:  
management, project management, or expertise. Last year, 13% of our employees, or 128 people at Orange,  
progressed in their careers..." MC (Talent Recruitment Manager, Orange). As long as talent benefits from  
internal mobility, it is always possible to retain and develop them. When companies prioritize internal mobility,  
they inspire dedication and loyalty, preserve knowledge, retain rare skills, create talent agility within the  
organization, and strengthen the corporate culture.  
Then, “We encourage internal mobility using skill-up software. We enter the job description into the software,  
which then identifies the required talent at the company level. It is a factor that helps retain talent at Sofrecom.”  
AT (HR Manager, Sofrecom). This internal mobility allows talented employees to find their niche and excel at  
building fruitful relationships. Horizontal movement will thus enable companies to discover hidden talents and  
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prepare employees for vertical promotions. The solution for retaining the best talent does not necessarily involve  
climbing the corporate ladder.  
Talented employees seek to advance within the company through internal mobility, a dynamic process that  
allows talent to move from one role to another. This new approach to career management helps retain talented  
employees and ensure the overall success of the company. Block (1978) argues that the existence of a formalized  
internal mobility policy reduces voluntary staff turnover. Other studies indicate that internal mobility can be a  
source of increased satisfaction and commitment (Brett, 1982; Grusky, 1966; Pruden, 1973; Veiga, 1981), which  
could reduce the intention to leave and decrease staff turnover. For many years, intra-organizational mobility  
has been considered a substitute for staff turnover (Anderson et al., 1981; Baysinger and Mobley, 1984;  
Gustafson, 1982; March and Simon, 1958; Mobley, 1982).  
Finally, the international companies in our research have increased the number of assignments abroad. "... there  
is also international and inter-subsidiary mobility, which occurs when an engineer wants to work overseas.  
International mobility means moving to Sofrecom France to retain talent who want to work abroad. We refer to  
this strategy as ‘talent sharing’. It involves mobility lasting between 3 and 12 months, which helps retain talent."  
BF (talent development manager, Sofrecom). This strategy helps attract talent and retain existing employees by  
offering them new travel opportunities, new challenges, and experiences to advance their careers.  
Remuneration  
To begin with, the interviews we conducted revealed a distinction in terms of remuneration between talented  
employees and other employees within the company. “The gap between high and low performers is reflected  
primarily in the variable component of pay, which is determined annually based on the manager’s evaluation.  
Those identified as high-potential employees receive the most significant differentiation in compensation.” YR  
(HR Director, Leoni).  
An individualized compensation strategy for talented employees is critical for several reasons. This strategy  
is one of the main tools for motivating talented individuals and improving their performance levels. For this  
reason, the companies studied in our research have implemented an individualized compensation strategy that  
combines performance bonuses, which are the variable component of the salary, and fixed salary increases  
based on the job range specified in the salary scale.“... For the fixed portion, we differentiate between high-  
performing and low-performing employees because we have a merit-based salary increase policy, which allows  
managers to distinguish between talented and untalented employees based on their salary range.” AH (HR  
Director, Orange). Various studies indicate that the distribution of rewards within a company is crucial to  
employee attitudes and behaviors involving satisfaction, organizational commitment, and work performance  
(Folger and Cropanzano, 1998; Greenberg, 1990).  
Moreover, more than half of respondents assert that talented employees at surveyed companies are also attracted  
by social benefits such as tuition reimbursement, health insurance benefits, workplace wellness benefits, and  
transportation benefits. These benefits help ensure a good work-life balance. "Working conditions are favorable  
at Sofrecom. There are agreements with gyms, health insurance, and insurance covering parents." HY (Talent  
Engineer, Vermeg). Sutton (1985) claim that companies offering higher levels of insurance and retirement  
benefits generally have lower staff turnover rates.  
Ultimately, the minority of talented employees surveyed reported that they had benefited from the stock option  
plan. One of the HR managers of the companies surveyed stated that "... we are currently pursuing a new  
strategy to attract and retain the best talent, which involves a stock option plan, a contract between the talent  
and the company manager that gives the talent pool the right to purchase company shares at a reduced price.  
This strategy is used to attract and retain the best talent." MS (talent development manager, Vermeg). Indeed,  
stock options are considered an effective tool not only for retaining employees but also for compensating existing  
employees and attracting new talent to the market. Dunford et al. (2008) claim that stock options affect executive  
turnover rates. The widespread use of stock options has been attributed to various factors, including favorable  
accounting and tax treatment, incentives for attracting and retaining talent, employee motivation, and cash  
conservation (Hall and Murphy, 2003; Huddart, 1994).  
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Work culture  
The results of our exploratory investigation indicate that a strong relationship between managers and talented  
employees is crucial for company productivity. A working relationship based on understanding and trust can  
make talented employees more effective and reduce turnover rates within the company. One talented employee  
stated that “a good manager is someone who has a genuine management style: conciliatory and caring, which  
gives a sense of recognition to talent....” FA (talent development manager, Orange). Managers must therefore  
maintain and encourage healthy relationships with talented employees to promote efficiency in the workplace.  
“Today, people don't leave their company, they leave their manager...” MA (Talent Engineer, Vermeg). This  
finding aligns with that of Shoaib et al. (2009), who argue that one of the most influential factors affecting  
retention is the relationship between a talented employee and their manager. Managers are the “human face” of  
an organization. When employees receive support, they are less likely to leave an organization and feel more  
engaged thanks to good relationships and open communication with their manager (Greenhaus, 1987).  
CONCLUSION  
Today, we are witnessing a new era in HRM termed “talent management,” which means that it is constantly  
evolving. Furthermore, this evolution must be beneficial for both the company and its human capital. In other  
words, talent management creates a win-win situation that aligns the expectations of talented workers and their  
companies more closely together. As part of this research, 45 semi-structured interviews enabled us to shed light  
on the new talent management practices applied by talent acquisition managers and talent development managers  
whose goal is to attract and retain rare skills. This research is considered the first in Tunisia to focus on talent  
management, which has been experiencing a shortage of skilled labor in the job market since the Tunisian  
revolution.  
In short, our research article proposes a clarification of the concept of talent, suggesting that it is a combination  
of innate and acquired abilities. In the same vein, Csikszentmihalyi (1998) summarized this idea by stating that  
talent is not a gift but a potential that must be cultivated to bear fruit. Furthermore, within the theoretical context  
of this research, we presented the talent management process, which involves attracting, recruiting, developing,  
and retaining talent, as studied by Thévenet and Dejoux (2012). Moreover, we focused on attracting and retaining  
talent to address the labor market’s talent shortage.  
In this context, numerous researchers have demonstrated that the fit between individuals and the organizations  
they work for has a significant impact on the acquisition and retention of talented employees (Cable and Judge,  
1996, 1997; Chatman, 1991; Ehrhart and Ziegert, 2005; Kristof, 1996; Schneider, 1987; Schneider, 1998; Turban  
and Keon, 1993; Van Vianen, 2000). The qualitative study in this research has enabled us to identify new talent  
management practices designed to retain and attract talent, both within and outside the company. These talent  
management practices focus on talent acquisition, individual training programs for talented employees, high  
performance bonuses for talented employees awarded during the performance appraisal phase, career  
development based on internal mobility and assignments abroad, an individualized compensation strategy based  
on fixed salary increases, benefits, and stock options, and finally, a work culture based on communication,  
support, and mutual respect between managers and their employees.  
As any research, this article has some limitations. This research was conducted in a country with a specific work  
culture and economy, and with unique characteristics in terms of talent management. It is therefore difficult to  
generalize the relevance of talent management to other contexts, particularly developed countries. To overcome  
this limitation, it would be important to conduct a comparative study in a developed country with a culture  
different from that of Tunisia. Also, other sectors of activity could be examined.  
Conflict of Interest Statement  
The authors declare that there are no financial, personal, or professional conflicts of interest that could have  
influenced the work reported in this paper.  
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