<![CDATA[This study examines the effectiveness of talent management implementation and its influence on employee performance in a mining services company in Indonesia. A qualitative approach was employed using semi-structured in-depth interviews with purposively selected informants from the human resources function. Data were analyzed using thematic analysis. The findings indicate that talent management practices are implemented in a limited and reactive manner, functioning primarily as administrative processes rather than as strategic initiatives. The study also reveals a paradox in which the organization demonstrates strong performance in operational and safety management but lacks systematic talent development practices. Consequently, employee performance relies more on individual experience and supervisory direction than on structured competency development and career planning systems. This study highlights the need to transform talent management into a strategic function to enhance employee performance and sustain organizational competitiveness. The findings are based on a single organization and a limited number of participants. This study provides empirical insights into talent management in high-risk industries and emphasizes the importance of integrated and strategic talent development.]]>
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