The Career Analytics Company

How to turn the Talent Review Meeting into a powerful instrument

March 19, 2018


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, and identify talent risks like risk o leaving or energy loss. But how do you accurately do that? The Talent Review Meeting can be a powerful instrument to help you identify star employees and get a grip on talent risks, provided that you nail two things:


  1. base your decisions on evidence-based insights

  2. Take the personal outlook of your employees’ careers into account


In this blog, I want to look into the office politics that negatively influence the quality of your Talent Review process and show you how evidence-based input can facilitate rewarding long-term relationships with your employees.


Office politics


The truth is that the ‘people decisions’ which 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.  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, for example, 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 and favoritism


Facilitating rewarding long-term relationships with your employees


You probably have a pretty good idea about your employees’ competencies and their performance in their current role. But how well do you know your employees in terms of personal outlook on their careers, key drivers, and ambitions? Do you know how they are feeling in their current role or how well they cope with the constant change that is all around nowadays? Do you know these things about your employees when you are discussing their next steps within your organization at the Talent Review meeting? If you don’t, you risk looking at your succession exercise solely from an organizational perspective by leaving out the individual’s perspective, with unexpected outcomes as a result. Not integrating the individual’s per