- Mweembe Bubala Sinzala1 & Dr Francis Michael P. Yambao2
- DOI: 10.5281/zenodo.19021573
- GAS Journal of Economics and Business Management (GASJEBM)
This study analysed human resource planning as a strategic driver of effective recruitment by aligning workforce needs with talent acquisition practices at Zamtel in Lusaka, employing a descriptive quantitative approach. Data were collected through structured questionnaires with Likert-scale items from 109 respondents selected via stratified random sampling, and analysed using SPSS version 26. The findings showed that HR planning had the potential to make recruitment more efficient, but overall effectiveness was undermined by significant forecasting deficiencies and implementation gaps. Key results included low perceived effectiveness in workforce needs forecasting (means 1.98-2.32), with 75.0% citing mismatches to technological demands (e.g., 5G, cybersecurity) and 69.2% noting inaccurate demand predictions, exacerbated by budget constraints (67.3%) and limited data analytics (65.4%). Strategic influences on talent acquisition were moderate (means 2.48-2.85), with 52.9% acknowledging improved sourcing, but 72.1% highlighted financial strains limiting retention and skill-job matching (40.4%). Prominent gaps included skill mismatches (71.2%), poor planning-acquisition integration (69.2%), and inadequate succession (65.4%), which similarly characterizes reports of over 300 redundant positions against shortages and a 21% turnover rate. Cross-tabulations evidenced departmental disparities, with technical staff reporting lower alignment (13.3%-23.3% agreement) and experience/gender/age moderating perceptions. The respondents highly endorsed the following strategic measures: AI-driven forecasting, training investments, and inter-departmental collaboration with the highest support from the youngest employees. Conclusively, although partial positive impacts were noted where integrated, this study argues that the reactive nature of HR planning at Zamtel perpetuates inefficiencies amid escalating losses at K599.5 million in 2023 and allocation of 90% revenue on administrative costs, hindering digital transformation and market share of less than 10%. Improved data-driven, inclusive practices are thus imperative to bridge the gaps, reduce turnover, and ensure competitive resilience within the telecom sector in Zambia.
