Retaining Talent during Organisational Change: A Case Study on the perceptions of the effectiveness of Leadership and Talent Management in Tata Steel UK

This dissertation investigates how employees at Tata Steel UK (TSUK) perceive the effectiveness of leadership and talent management (TM) initiatives during a significant organisational restructure. The study aims to identify key factors influencing talent retention, assess the importance of leadership styles and TM on employee retention, and formulate recommendations for improvement. Using a qualitative approach, including semi-structured interviews and qualitative questionnaires, the research highlights mixed emotions among employees, with many feeling demotivated and undervalued. The findings reveal inconsistencies in leadership communication and a perceived lack of transparency, as well as ineffective TM practices. Recommendations include implementing a cultural change programme and relaunching the talent boards (TB) to enhance career progression and development opportunities. The study underscores the importance of effective leadership, authentic communication, and strategic TM in retaining top talent during periods of organisational change. Certain content has been redacted from the report to preserve the anonymity of participants and to protect commercially sensitive information.

Name dc:type.qualificationname

ma

Level dc:type.qualificationlevel

masters

Grantor dc:publisher.institution

University of Wales Trinity Saint David

Year dc:date.issued

2025

Author dc:creator

• Ashton, Hannah

• HD28 Rheoli. Rheoli Diwydiannol

Dc Identifier Grantnumber

UWTSD

OAI identifier oai:identifier

oai:repository.uwtsd.ac.uk:3830