Abstract

• The objectives of this study are to explore the current status of TM practices in HR strategy at private banks in Myanmar and identify the relationship that currently exists between talent management, job satisfaction, and employee retention. With data from primary and secondary sources, the study used a quantitative, explanatory research approach. From the ten private banks that were examined, 394 employees who are working at operational, supervisory, and management levels and 10 HR managers provided primary data for this study. To select the respondents for the study, a simple random sampling method was applied. Talent attraction, talent development, retaining talent, and career management were the main focuses of this study on talent management practices. Analysis of the gathered data was done using correlation analysis and descriptive statistics. The results of the study show that the surveyed private banks are implementing talent management (TM) practices to a moderate degree. The current status of talent management practices could not strongly guarantee to attract, develop, and retain their employees in the long term. Employee retention and satisfaction levels are currently not being met by the talent management practices offered by banks. They should find out how to integrate TM procedures into their current HRM practices in order to update and modify them. In the current business environment, they should be proactive in managing their workforce through talent management. To ensure that talented individuals are hired, developed, and retained, it is recommended that the surveyed banks should implement policies that support talent management strategies.