This study addresses the most important interface between talent management and organizational agility within a governmental sector context. Quantitatively, data was collected from a sample of 400 employees across the governmental entities in Ajman. The results are statistically significant in the prediction of organizational agility from the dimensions of talent management that include recruitment, training and development, reward management, and performance management. Regression analyses further indicate that these dimensions explain 91.5% of variance in strategic orientation-and by implication-centrally involved in cultivating responsiveness and adaptability. This study thereby also informatively contributes to the theory of dynamic capability by informing leaders in the public sector how to position their entities in pursuit of enhanced agility through strategic human capital management. This includes recommendations such as agility-centered recruitment and adaptive reward systems. Given the importance of talent-driven strategies in building the cornerstone of organizational resilience and competitiveness, results underline this very fact.