Talent Management, Talent Retention and Succession Planning in Universities: An Integrated Theoretical Framework for Sustainable Academic Excellence

Abstract

This paper examines the interrelationships between talent management (TM), talent retention (TR) and succession planning (SP) in the context of Malaysian higher education, with particular reference to UTMSPACE as a representative institutional context. Drawing on the Talent Management in Education Model by Davies and Davies, Das’s Talent Retention Criteria Model and Rothwell’s Succession Planning Performance Model, the study develops an integrated theoretical framework that positions TM as primary strategic driver, TR as a critical mediating mechanism and SP as the key organisational outcome for ensuring leadership continuity in universities. Within this framework, TM is conceptualised as a holistic and systematic process encompassing talent identification, performance appraisal, targeted development initiatives, and the cultivation of a supportive talent culture aimed at building a strong pool of high-potential academics. TR is articulated through multiple interelated dimensions, including compensation, rewards and recognition, promotion and growth opportunities, participation in decision making, work–life balance, work environment, training and development, leadership and job security, highlighting the combined influence of financial and non-financial factors on academics’ intention toremain in the institution. SP is framed as a systematic, long-term organisational process that identifies key positions, assesses current and future role requirements, evaluates individual performance and potential, addresses development gaps through targeted leadership development, and incorporates continous program evaluation. By synthesising these three established bodies of literature, the paper proposes an integrated TM, TR and SP framework tailored to the for university context, arguing that strategic and coherent TM practices, when reinforced by effective retention strategies, are critical to sustaining robust SP pipelines and long-term academic leadership continuity. The paper contributes conceptually by offering a theoretically grounded model that can guide future empirical research and inform institutional policy and leadership development strategies in an increasingly competitive higher education environmentand ensuring academic leadership continuity in an increasingly competitive higher education environment