Many organisations run talent assessment and talent management programs with the view of promoting from within. One question that Broadspring have always asked is “How do you define talent?”
Most organisations use input from performance reviews to identify talent. This seems a little odd as reviews are about what HAS happened and talent management is about what WILL happen.
When identifying and selecting people for the talent management programs, how do you find the nuggets that may be below the surface? The quiet achievers? Or do they get missed?
How do you define talent?
Influence and being influential?
The challenge is that many talented people, probably even in your company (and perhaps including you) may not be recognised because they do the right thing. They keep their heads down and get on with doing a good job.
Attending a breakfast briefing run by Peter Berry Consulting on the Hogan profiles, a new framework of leadership is emerging where three core elements are required.
Foundation skills – the skills of leadership
Effectiveness in terms of getting the work done
Emergence which is profile and being seen to have potential
Successful leaders manage to exhibit all three traits, yet in some cases the effectiveness is less valued and certainly less recognised than the emergence or profile. Hence the question in the title for this section of news.
Does your talent or high potential program collect those who are effective as well as it does those who are high profile?
In essence the 3 key tips for readers here are:
1. Define what talent and high potential means in terms of future performance and what that means to your organisation
2. Ensure that the high potential candidates present substance and effectiveness as well as a good “brand”
3. If you have not been satisfied with all the results from past talent management programs then it may be time to engage a fresh set of eyes to review how the program may be tweaked to deliver the results you desire