| Summary: | South Africa has three spheres of government, of which all are battling with the delivery of services to the population due to a number of challenges (Koketso and Rust, 2012). The local sphere of government was established in 1996 by the constitution of South Africa, for promoting social and economic development at municipal-based jurisdictions (Valeta and Walton, 2008). Pillay, Subban and Qwabe (2008) state that the South African public service lacks the skills required to perform their duties effectively and this is a key restraint. To emphasise this lack of skills, in an earlier study Meyer and Babb (2005) stated that management in the public sector is faced with a challenge of attracting employees with suitable skills for the job. Therefore, talent management has been identified as one of the strategies rural municipalities can use to improve performance. For this study, talent management is defined as a strategic process of attracting, recruiting, developing and retaining individuals who have the capability to make a significant difference to the current and future performance of the institution. The primary objective of the study was to evaluate the effectiveness of current talent management strategies used by rural municipalities and to provide these municipalities with a talent management model that can be of benefit to these institutions. This study analysed whether rural municipalities have talent management strategies and how effective those strategies were, by evaluating their current ways of attracting, developing and retaining their talent. A structured questionnaire was used as the measuring instrument. The study concluded by providing a talent model that could be used by rural municipalities.
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