{"id":1646,"date":"2011-08-17T12:34:12","date_gmt":"2011-08-17T16:34:12","guid":{"rendered":"https:\/\/www.epsi-inc.com\/?p=1646"},"modified":"2022-06-09T13:10:56","modified_gmt":"2022-06-09T17:10:56","slug":"potential-talent-management-2","status":"publish","type":"post","link":"https:\/\/epsi-inc.com\/en\/potential-talent-management-2\/","title":{"rendered":"Potential and Talent Management (2)"},"content":{"rendered":"

In the first article in this series on talent management and potential, we provided a brief outline of the circumstances leading to the emergence of the talent management approach. We will now turn our attention to a definition of this approach and its goals. The following paragraphs will answer the questions raised in the conclusion to the first edition of the series: What makes for a talented employee? What exactly is \u201ctalent\u201d?<\/p>\n

\n

What does talent consist of?<\/strong><\/span>
\nThere is currently no single recognized, accepted definition of the term \u201ctalent\u201d (Foucher, 2010). Foucher (2010), in his latest work, G\u00e9rer les talents et les comp\u00e9tences, provided a number of definitions taken from texts including dictionaries, specialized dictionaries, articles in scientific journals, and HR management books. In fact, not only is there no consensus between authors, some definitions actually appear to contradict one another or to merge concepts like talent, performance and potential together. However, a number of key features of \u201ctalent\u201d do stand out (Foucher, 2010). First, \u201ctalent\u201d refers to underlying aspects of the human being, creating a predisposition that affects the development of an individual\u2019s skill sets. Furthermore, talent provides the foundation on which skills are built, although it is a separate concept. In addition, talent is exhibited in a specific field and needs to be developed before it can be actualized. Talent is also a gift that fosters the learning process and performance. It can therefore be considered a precursor to excellence. Finally, a person\u2019s talents are believed to be hereditary but can be developed over and above their natural state (Foucher, 2010).
\nIn the discourse of talent management, \u201chigh-potential\u201d is often used interchangeably with \u201ctalented\u201d (e.g. high-potential employees \/ talented employees). Yet there is a difference between potential and talent. Potential is capacity without action. It is virtual; it expresses what is possible, what could occur under the right conditions (Rey-Debove, J. & Rey, A., 2009). \u201cPotential\u201d refers to the possibility for an individual to become more than they are today (Silzer & Church, 2009). In other words, potential is the possibility that an individual might develop the characteristics necessary to reach a higher level. Thus talent determines an individual\u2019s potential which, in turn, influences whether or not his\/her skill sets will be realized (Foucher, 2010). In 2010, Morin listed several definitions of \u201chuman potential\u201d within the context of the workplace. An employee\u2019s high potential may be seen as: (a) a capacity to occupy upper or middle management positions; (b) a capacity to provide high-value (in a particular position); (c) a possibility for upgrading (increasing responsibilities); or (d) the possibility of achieving proficiency (the employee remains at the same level and performs the same task as a highly-valued expert). All these definitions include an indication of the end goal, i.e. an answer to the question, \u201cthe potential for what?\u201d In their article, \u201cThe pearls and perils of identifying potential\u201d, Silzer and Church (2009) also mention that it is crucial to be able to answer this question, so as to avoid the pitfall of mistaking general intelligence for potential. By stating the subject of the potential, the topic becomes less sensitive: all individuals have potential, but in different fields and for different activities (Silzer & Church, 2009).<\/p>\n

Potential for what?<\/span><\/strong><\/p>\n

In 2005, talent management was transformed by the conclusion that it is not only important to identify high-potential employees, but also strategic positions to be filled by \u201cA players\u201d (Collings & Mellahi, 2005). A new definition emerged:
\nactivities and processes that involve the systematic identification of key positions which differentially contribute to the organization\u2019s sustainable competitive advantage, the development of a talent pool of high potential and high performing incumbents to fill these roles, and the development of a differentiated human resource architecture to facilitate filling these positions with competent incumbents and to ensure their continued commitment to the organization (Collings & Mellahi, 2009).<\/p>\n

We now know that it is both utopian and undesirable to aim for high-potential staff in all of an organization\u2019s positions (Morin, 2010). First, it is impossible to find that many \u201cA players\u201d. Also, many jobs have a very low impact on organizational efficiency. As a result, even if a highly talented individual were to hold one of these positions, the effect on the organization would be negligible. Finally, it can be very costly to hold on to A players, in terms of both salary and benefits (Michaels et al., 2001). According to Becker et al. (2009), the path to a competitive advantage involves differentiating staff (A, B and C players) and identifying those jobs that make a substantial contribution toward corporate strategy (A, B and C positions). Along the same lines, Henson (2009) considered that, in view of the fact that an organization can have multiple strategic positions, it is important to develop multiple talent pools. More than 65% of companies with a talent mindset are believed to draw from more than one pool of high-potential individuals (Silzer & Church, 2009). Each of these high-potential pools is a response to the question, \u201cPotential for what?\u201d We will now provide a brief description of how to single out an organization\u2019s strategic positions.<\/p>\n

Identifying strategic positions<\/strong><\/span><\/p>\n

To determine an organization\u2019s key positions, a review of its missions and strategies is in order. This will make it possible to clearly identify the organization\u2019s focus in terms of brand differentiation (Becker et al., 2009; Huselid et al., 2005). This means that two organizations with the same core value \u2013 for example, customer satisfaction \u2013 can view different positions as strategic. Let\u2019s consider the case of a company that wants to ensure that its customers receive personalized service. This organization will identify first-line positions with direct customer contact as its key positions. However, a company like Costco, which targets customer satisfaction by offering a variety of cut-price products, will instead hold buyer positions to be strategic. Becker et al. (2009) maintain that these \u201cA positions\u201d provide the best opportunity to increase shareholder wealth and should therefore enjoy the greatest share of corporate investment. B positions are classified as support positions, while the remaining jobs, which typically have little economic impact, are considered C positions. And depending on the organization, the same employee might be a key player in one, but not in another. The strategic value of positions may also be altered if a company changes its values, objectives or mission.<\/p>\n

The next article in this series on talent management and potential will be devoted to the identification of high-potential employees. It will include an overview of the personal qualities of high-potential employees, along with the steps to identifying an organization\u2019s \u201cA players\u201d.<\/p>\n

Philippe Longpr\u00e9, PhD Cdt.<\/p>\n

Marilyne Pigeon, PhD Cdt.<\/p>\n

References<\/span><\/strong><\/p>\n

Becker, B.E., Huselid, M.A., & Beatty, R.W. (2009). The differentiated workforce: Transforming talent into strategic impact.<\/p>\n

Collings, D.G. & Mellahi, K. (2009). \u201cStrategic talent management: A review and research agenda\u201d. Human Resource Management Review 19, 304-313.<\/p>\n

Foucher, R. (2010). G\u00e9rer les talents et les comp\u00e9tences : principes, pratiques, instruments. Tome 1: Fondements de la gestion des talents et des comp\u00e9tences. Montreal: \u00c9ditions nouvelles.<\/p>\n

Henson, R.M. (2009). Key practices in identifying and developing potential\u201d. Industrial and Organizational Psychology 2, 416-419.<\/p>\n

Huselid, M.A., Beatty, R.W., & Becker, B.E. (2005). \u201c\u2018A Players\u2019 or \u2018A Positions\u2019? The strategic logic of workforce management\u201d. Harvard Business Review, December 2005, 1-8.<\/p>\n

Michaels, E., Handfield-Jones, H. & Axelrod, B. (2001). The War for Talent. Boston: Harvard Business School Press.<\/p>\n

Morin, D. (2010). \u201cRendement et potentiel \u00e9lev\u00e9s : essentiels \u00e0 la gestion des talents\u201d. Onwww.portailrh.org\/effectif\/fiche.aspx?p=403222<\/a>.<\/p>\n

Rey-Debove, J. & Rey, A. (2009). Le Petit Robert : Dictionnaire alphab\u00e9tique et analogique de la langue fran\u00e7aise. Paris: Dictionnaires Le Robert.<\/p>\n

Silzer, R. & Church, A.H. (2009). \u201cThe pearls and perils of identifying potential\u201d. Industrial and Organizational Psychology 2, 377-412.<\/p>\n<\/div>\n","protected":false},"excerpt":{"rendered":"

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