On the trail of line managers as talent spotters

Golik, Mariela; Blanco, Maria Rita; Czikk, Ricardo

doi:10.1080/13678868.2017.1385195

Cited by 5 publications

(14 citation statements)

References 43 publications

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“…As social cognition operationalizes talent as the perception of it, this framework enables the examination of the dynamic ways in which expectations and judgments shape what is manifested and discernible as talent (Dries, 2013). The talent identification model (Golik et al ., 2018), portrayed in Figure 1, is drawn upon social cognition and talent management literature, and it is based on empirical findings. It describes the different actions, grouped in stages, performed by line managers when they identify talent and it is composed of the following stages.…”

Section: Theoretical Backgroundmentioning

confidence: 99%

“…Under the exclusive talent management approach, potential is one of the variables considered to identify talent (Silzer & Church, 2009), and it can be understood as ‘the probable upper bound trajectory of what an individual may achieve during his/her career’ (Finkelstein et al ., 2018). Even when the literature suggests that potential should be assessed through an objective, multi‐method approach, many companies rest on supervisor nominations and performance appraisals as their main identification sources (Church et al ., 2015; Golik & Blanco, 2015; Golik et al ., 2018). Thus, literature evidences that line managers are key actors in the talent identification process.…”

Section: Introductionmentioning

confidence: 99%

“…Even though Golik et al . (2018) offered a model about line managers’ talent identification process (and we will be relying upon that model for our study) they describe an ideal model, and they do not recognize the key stages that may originate effective results.…”

Section: Introductionmentioning

confidence: 99%

“…(2018) expose the reasons why some employees are not identified by their managers; Golik et al . (2018) propose a line managers’ talent identification model; Joos et al . (2019) study how the talent construct is operationalized and perceived by line managers; Tyskbo (2019) identifies the competing institutional logics in the talent identification process at headquarters and a subsidiary; Pantouvaki and Karakasnaki (2019) show the implications of the innate and exclusive talent philosophies on the identification tools; and finally, Cadigan et al .…”

Section: Introductionmentioning

confidence: 99%

“…Firstly, we outline the analytical framework underlying the investigation. Secondly, after having analysed the data, we present our findings about the different effective and non‐effective talent spotter behaviours based on the talent identification model (Golik et al ., 2018). We conclude with a discussion of our findings in light of the existing literature, identifying avenues for future research.…”

Section: Introductionmentioning

confidence: 99%

See 4 more Smart Citations

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

Blanco

Golik

2021

Int J Training Development

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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.

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Section: Theoretical Backgroundmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

See 3 more Smart Citations

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

Blanco

Golik

2021

Int J Training Development

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When does being in a talent pool reap benefits? The moderating role of narcissism

Kanabar

Fletcher

2020

Human Resource Development International

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Although talent pools are utilised by human resource development (HRD) practitioners to develop employees for future roles, their effectiveness is not guaranteed as individual differences may not be accounted for. To further understand why some individuals benefit more from talent development programs than others, this study examines whether the positive effects of being in a talent pool on commitment and extra-role performance are mediated by organisation-based self-esteem (OBSE), and to what extent these mediation paths are moderated by narcissism. Using a naturally occurring talent development initiative, 100 employees (N = 50 talent pool, N = 50 non-talent pool) in a UK bank were surveyed. An online questionnaire measured narcissism, OBSE, affective commitment, and extra-role performance. The results of the path analysis showed: a) talent pool employees had higher levels of OBSE, b) OBSE mediated the relationships between talent pool membership and outcomes, and c) narcissism weakened the relationship between talent pool membership and OBSE, such that it reduced the effect of the mediation pathways. Overall the findings suggest the need for differentiated talent strategies in organisations, particularly for those high in narcissism, and provides further avenues to examine the dark triad of personality traits in the field of HRD.

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Homophily: functional bias to the talent identification process?

Golik

Blanco

2021

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PurposeThis empirical study aims to analyse the talent spotters' perception of their tendency to be homophilic in the talent identification process and their stance on it. Besides, this article examines the type of homophily and the homophily attributes involved.Design/methodology/approachBased on a qualitative design, 37 middle and senior line managers, working for two Argentine conglomerates in six Latin American countries, participated in the study. Data were collected through semi-structured interviews.FindingsHomophily was perceived by most of talent spotters, who judged it as natural, while it was not perceived by a small group of the interviewees. In addition, among those who recognized its presence, another group advocated the homophilic advantages, while a final one admitted the presence of homophily and its negative implications. In addition, a variety of homophily attributes were identified; most of them within the value category. We posit that if homophily attributes are, at the same time, components of high potential models, homophily will constitute a functional bias to the talent identification process.Originality/valueThis is the first study that explores the talent spotters' perception of their homophily bias as well as the diversity of homophily attributes present in the talent identification process. This research highlights the relevance of the homophily attributes' analysis, taking into account its alignment to the potential model in order to improve the talent identification process.

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On the trail of line managers as talent spotters

Cited by 5 publications

References 43 publications

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

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

When does being in a talent pool reap benefits? The moderating role of narcissism

Homophily: functional bias to the talent identification process?

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