Mind the gap: line managers as effective or non‐effective talent spotters

Abstract

Due to the centrality of line managers’ role in the talent identification process, this qualitative study aims to determine what effective and non‐effective talent spotters do differently from one another in relation with an ‘ideal’ talent identification model offered by the literature. A double‐blind design was applied to the sample designated by the Corporate Talent Management Director of a Latin American multinational firm. 20 senior and middle managers, some effective and some others non‐effective, who work in different countries, participated in the study. Findings show that effective talent spotters perform three key stages of the talent identification model and they do it extremely well: differentiation of potential from performance, matching process and design of developmental challenges. The clear differentiation of potential from performance constitutes the crucial stage since a fuzzy differentiation taints the following stages. Not only is it necessary to perform these key stages but they should be executed in line with the principles of the talent management literature. Recommendations for practice, including specific guidelines for Talent Managers are proposed.

Who is talent? Implications of talent definitions for talent management practice

“…Potential is not reflected solely on somebody's action and demonstrated behaviour but also on the managers' ability to perceive that those traits are indicative of potential and to nurture them into future performance (Dominick & Gabriel, 2009;Golik & Blanco, 2021). However, it is believed that some managers may not be skilful enough to comprehensively understand the definition of potential and its assessment or rely solely on their subjective judgement (Blanco & Golik, 2021). Therefore, a more centralized approach would be needed for talent identification through the potential to overcome this challenge.…”

Talent identification: line managers’ perceptions of their own requirements as talent spotters

“…The TI process involves the identification of the performance and the potential of employees to deploy their skills and talents in a way that contributes to the improvement of corporate outcomes and the company's competitive position (Collings & Mellahi, 2009). Determining how the organization defines and assesses employees' potential constitutes a strategic decision that has a substantial impact on other talent management processes, and on corporate results (Blanco & Golik, 2021). Although a wide range of tools are used to identify potential, empirical studies reveal the pre-eminence of direct supervisors' recommendations and performance appraisals as main sources of identification.…”

“…Talent spotters observe multiple aspects of their employees' behaviours and they do it daily and constantly (Golik et al, 2018;Blanco & Golik, 2021). In so doing, they retain all kinds of information about candidates in different work situations.…”

“…In spite of its relevance and the poor performance of line managers in the process, talent spotters' attributes have been scarcely explored in empirical studies (Blanco & Golik, 2021). To our knowledge, García-Carbonell et al, (2015) analysed how the ability to identify talent in senior teams is conditioned by their cognitive abilities and values, and Golik and Blanco (2022) examined line managers' tendency to be homophilic in the TI process.…”

“…Thus, this study aims to address the required attributes in talent spotters, from their own words, to carry out an effective TI process and, to answer the call for more empirical studies on this field, taking into account the role of line managers (Gallardo-Gallardo & Thunnissen, 2016;Blanco & Golik, 2021). In practical terms, the importance granted by participants to the different attributes will allow us to propose some guidelines for the selection and training pp.…”