When fit meets change: how Ghanaian banks integrate person–environment fit and ADKAR for talent management

Abstract

Purpose To transform talent systems from static alignment to continuous adaptation, this study aims to investigate the integration of person–environment fit (P-E Fit) theory and the ADKAR change management model to propose an integrated framework for conceptualising how change-ready talent pipelines might be built in dynamic sectors. Focusing on Ghana’s commercial banking sector, a context characterised by rapid regulatory reform, digital transformation and emerging-market volatility, the research examines how talent selection and development can be combined to enhance organisational adaptability. Design/methodology/approach This qualitative exploratory case study examines how commercial banks in Ghana integrate P-E Fit theory with ADKAR change management to support talent adaptation during organisational transformation. Using semi-structured interviews with 19 senior managers across 13 banks and deductive content analysis, we developed a change-ready fit (CRF) framework. Findings The findings suggest that banks whose practices align with the integrated framework move beyond static person-job fit to assess the potential for adaptive fit, evaluating candidates’ learning orientation, change self-efficacy and cognitive flexibility as predictors of ADKAR progression. Development is personalised: awareness-building is tailored to value alignment, desire is linked to individual career motives, knowledge targets specific competency gaps, ability is built through scaffolded application and reinforcement rewards both performance and adaptation. A systematic feedback loop ensures that updated competency profiles inform future talent decisions, creating a continuous cycle of alignment and readiness. Practical implications The study provides managers with a structured approach to building change-resilient talent systems. It advocates for adaptive potential assessments in selection, personalised ADKAR-based development pathways, dual reward systems that recognise both performance and adaptability, and the institutionalisation of adaptation as a criterion for career advancement. Originality/value This research offers a theoretically grounded integration of P-E Fit and ADKAR, demonstrating how these frameworks can be productively combined to address talent management challenges in change-intensive contexts. It contributes to emerging market literature by illustrating how Western management models are adapted in practice within Ghana’s distinctive banking environment. The resulting CRF framework provides a structured approach, subject to empirical testing in other contexts, for conceptualising how organisations might build change-ready talent systems. The framework identifies specific mechanisms (alignment–activation, gap-targeted development, reinforcement-solidification) that warrant further investigation across diverse organisational settings.