The Career Analytics Company
How to objectify the Talent Review Process
I bet it is crucial for your organization to be able to identify the next future star or the next top leader within your organization. But how good are the members of the Talent Review board in accurately predicting future performance and potential?
The truth is that the ‘people decisions’ that are taken during the Talent Review process are often subjective and based on office politics. Additionally, the decision makers are rarely even conscious of the influence of these factors.
As a result, research indicates that in The workforce, 40% of designated High Potentials end up not doing well (P. Cappelli, 2014) and at least one in two leaders disappoint, derail or fail to drive high levels of engagements and team performance (R. B. Kaiser, 2013).
In this blog, I want to look at the dynamics that negatively influence the quality of your Talent Review process and offer solutions that will help you to improve the ‘people decisions’ taken during the Talent Review meeting.
Do you recognize the following dynamics? (T. Chamorro-Premusic, 2017).
In the Talent Review meeting, members rely heavily on the intuition of the managers present. Decisions taken are therefore often subjective. You can’t help but wonder how objective data on potential could influence the dialogue.
Managers can’t help but wonder about the personal cost of promoting a key asset in their team. The self-interest of the managers present in the Talent Review meeting should not be ignored if you want to reach the best possible decisions for the organization and for the individual.
The amount of information about employees discussed in the Talent Review meeting is not equal for each employee. This might result in a default choice for the more familiar candidate, rather than taking the time to get to know the other potential candidates better.
Biases about age and gender come into play: “Older is better for leadership positions, younger is better when technology is an important aspect of the role for which a candidate is sought.” “Women are not good at strategy, women will focus on family and children, rather than their careers.”
In short, these dynamics lead to subjective decisions, talent hoarding, Peter Principle, favoritism and unwanted mobility related to age and gender.
How to solve this?
What if you could find a way of getting your hands on objective data about employees concerning
potential, career fitness, and ambition?
career pitfalls and risk of leaving?
key motivators and personal outlook on the career?
What if you could help managers to identify the topics to address in meetings with the employee?
What if you could predict in what kind of role and context an employee would flourish?
Imagine that you could have all this information presented in a clear report and use it as a base for the Talent Review Meetings?
CareerCoach® offers you tools and solutions that allow you to introduce evidence-based information into the discussion, enabling you to have relevant discussions during the Talent Review Process.
If you want to learn more, please contact,
0478 51 96 66
0485 07 33 18.