Strategic Talent Acquisition and Its Impact on Organizational Performance

With growing competition for skilled professionals in a dynamic labor market, organizations are increasingly recognizing talent acquisition as a strategic function rather than a transactional HR activity. This study examines the impact of strategic talent acquisition on organizational performance across sectors. Drawing on primary survey data from 62 respondents in finance, information technology, manufacturing, healthcare and other industries, the research applies descriptive statistics, correlation analysis, multiple regression and ANOVA. The findings establish a strong positive relationship between the composite talent acquisition index and the organizational performance index (r = 0.768), with the regression model explaining approximately 59% of performance variation (R² = 0.59). Employer branding and hiring efficiency emerge as the most influential levers, while strategic alignment between HR and business goals represents the strongest systemic predictor. The study concludes that organizations which design talent acquisition as a coherent, strategic capability achieve superior performance outcomes in productivity, team effectiveness, business-goal attainment and retention.

Keywords: Strategic talent acquisition; organizational performance; employer branding; hiring efficiency; HR strategy; regression analysis