Abstract:

Talent management (TM) is an emerging issue in Vietnam. Few studies have been conducted focusing on means for companies to retain Vietnamese talent, especially in the banking sector. The aims of the study is to (i) discuss the conceptualization of talent and TM in the Vietnamese banking sector, and (ii) identify how public (state-owned) and private employers in that sector conceptualize talent and its management. Semi-structured interviews were conducted with bank managers at private and public banks to collect qualitative data. Based on the research findings, Vietnamese bank talents are mostly related to two main areas: sales and distribution. Remarkably, bank talent refers to acquired soft skills, learning ability, flexibility and technology adaptability of high performers/potentials, rather than to innate abilities. The study uncovered notable differences between public and private banks regarding talent and TM conceptualizations. Talent in the private banking sector is identified by not only results (high performance) but also competency (high potential), whereas in the public sector it is mostly identified by results (high performance). Additionally, public banks consider talent as a key human resources management (HRM) practice, while private banks attribute talent to various other activities, in addition to HRM.