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Second language (L2) learners differ considerably in their ability to learn new phonetic contrasts in the L2. For example, Gottfried and Suiter (1997) observed that many native speakers of American English were highly accurate in their identification of Mandarin Chinese tones, while others, with similar years of experience in learning Mandarin, were very poor. The current study compared listeners’ identification of Mandarin tones with their ability to perceive the pitch direction of sine-wave glides. Sine waves of 400 ms with starting frequencies of 250 and 300 Hz were created with 0- to 50-Hz sweeps up or down from the initial frequencies. Listeners who had no experience with Mandarin indicated whether the pitch went up, down, or remained the same. After testing on the sine waves, listeners identified the tone (high-level, mid-rising, low-dipping, and high-falling) of intact and silent-center (with only the initial and final portions) Mandarin /l/-vowel syllables. Analysis revealed that listeners with musical training performed significantly better on intact Mandarin syllables than nonmusic majors, but no difference was observed for silent-centers. Voice majors seemed to have a particular advantage. Significant correlations were also found between tests of glide perception and tone identification (ranging from 0.530 to 0.642).

One of the most relevant yet misunderstood questions within talent management is how to successfully identify high-potential employees-people who will, when called upon, step up and actually deliver in larger roles with more responsibility. Almost every organization is faced with this dilemma, and often, the only source of information to predict future success is past job performance. But this information is not enough to go on; in fact, it is terribly incomplete. We know that to succeed at the next level, particularly if this is not a simple expansion of one's existing role, it may take something quite different. And, of course, the cost of getting it wrong can be devastating in today's environment of fast change and economic recession.Silzer and Church (2009) have thoroughly summarized the current state of the literature and practice on potential. There are, however, still quite a few unanswered questions. We hope to address one key point that was briefly addressed in the focal article: confusing performance with potential and, in turn, how to effectively guide a discussion of talent that considers both.

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