Intellectual Capacity Building and Talent Management in the Healthcare Sector via Effective Leadership

This study is an attempt to explore the intellectual capacity building and talent management in the highly knowledge intensive healthcare industry which can be mediated via long term leadership plans. The research methodology entails a case study based on a leading healthcare provider, a 250-bedded hospital in a major city of Uttar Pradesh, India where semi-structured in-depth interviews were conducted on the employees in the managerial as well as technical cadre. The content analysis of the interview findings unfold the differential between talent management practices operating from the end of organization leaders and the other in the form of its perception by the employees. Leadership styles define the various baits to be used in talent management (for attraction, acquisition and retention of intellectual capital). This leads to the drafting of a model of suggestive best practices to be adopted by leaders that could act as a tool in managing talent. This exploratory study has implications for both researchers and practitioners in the field. It brings into light the contextual factors that the organizational leaders need to adoptso that the talent management practices may turn to reality. For industry, an endeavor of the sort would help healthcare practitioners in acquisition, development, retention & management of the pool of talented employees.