| Factor | Strongly Agree | Agree | Uncertain | Disagree | Strongly Disagree | Mean ( ) | SD |
| Selection of talent to critical positions is based on performance appraisals results (x1) | 18 (81.8%) | 4 (18.2%) | 0 (0%) | 0 (0%) | 0 (0%) | 1.18 | 0.395 |
| Hotels poach individuals with rare and unique capabilities from competitors (x2) | 14 (63.6%) | 8 (36.4%) | 0 (0%) | 0 (0%) | 0 (0%) | 1.36 | 0.492 |
| Selection into critical positions is from an established internal talent pools (x3) | 4 (18.2%) | 5 (22.7%) | 9 (40.9%) | 3 (13.6%) | 1 (4.5%) | 2.64 | 1.093 |
| Mixed interviews (structured and unstructured) lead to the selection of talent (x4) | 6 (27.3%) | 8 (36.4%) | 6 (27.3%) | 2 (9.1%) | 0 (0%) | 2.18 | 0.958 |
| Technical skills tests/work sample tests allow for the selection of talent (x5) | 4 (18.2%) | 7 (31.8%) | 7 (31.8%) | 4 (18.2%) | 0 (0%) | 2.50 | 1.012 |
| Employment tests allow for the selection of talent (x6) | 9 (40.9%) | 4 (18.2%) | 5 (22.7%) | 4 (18.2%) | 0 (0%) | 2.18 | 1.181 |
| Assessment centres to allow for the selection of talent (x7) | 7 (31.8%) | 2 (9.1%) | 6 (27.3%) | 6 (27.3%) | 1 (4.5%) | 2.64 | 1.329 |
| Reference approach is used because it yields talent (x8) | 14 (63.6%) | 4 (18.2%) | 0 (0%) | 4 (18.2%) | 0 (0%) | 1.91 | 1.269 |
| Competiveness (the selection process succeeds in choosing talent individuals) | 5 (22.7%) | 10 (45.5%) | 7 (31.8%) | 0 (0%) | 0 (0%) | 1.32 | 0.750 |