Preferences for Performance versus Potential in Promotion Recommendations

Cadigan, Francoise; Kraichy, David; Uggerslev, Krista L.; Martin, Kasey J.; Fassina, Neil E.

doi:10.1002/cjas.1531

Cited by 6 publications

(10 citation statements)

References 56 publications

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“…According to (Silzer and Church, 2009) who suggested a “new structure of potential”, its common components (cognitive and personality, learning and motivation) may be helpful predictors for a wide range of jobs and talent pools, irrespective of the career path. These indicators may help the company to conclude the existence and possible dynamics of further unlocking potential (MacRae and Furnham, 2014; Cadigan et al. , 2019).…”

Section: Theoretical Frameworkmentioning

confidence: 99%

“…Defining potential as a probabilistic construct is the crucial message of the proponents of studying it in future performance (Silzer and Church, 2009; Mäkelä et al. , 2010; Church and Silzer, 2014; Cadigan et al. , 2019).…”

Section: Theoretical Frameworkmentioning

confidence: 99%

“…According to (Silzer and Church, 2009) who suggested a "new structure of potential", its common components (cognitive and personality, learning and motivation) may be helpful predictors for a wide range of jobs and talent pools, irrespective of the career path. These indicators may help the company to conclude the existence and possible dynamics of further unlocking potential (MacRae and Furnham, 2014;Cadigan et al, 2019). Defining potential as a probabilistic construct is the crucial message of the proponents of studying it in future performance (Silzer and Church, 2009;M€ akel€ a et al, 2010;Church and Silzer, 2014;Cadigan et al, 2019).…”

Section: Theoretical Frameworkmentioning

confidence: 99%

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Identifying and assessing talent potential for future needs of a company

Kabalina

Осипова

2022

JMD

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PurposeThis article investigates which definitions, indicators and instruments are used by the companies to identify and assess talented employee potential with successful performance on future pivotal positions.Design/methodology/approachEmpirical data were collected in 2020–2021 in 45 local and multinational companies in Russia with well-established talent management functions using in-depth interviews with human resource (HR) managers and consultants.FindingsThe study found a diversity of approaches to identifying and assessing talent potential with a predominantly contextual approach but so far with little focus on company’s strategic objectives. It was also found that companies assessed cultural (values) fit, social intelligence and impact, engagement and commitment as predictors of managerial and leadership potential of talented employees for future strategic jobs, in addition to characteristics of personal resources. The search for new complex and validated tools and methods of potential assessment under budget constraints show that companies have taken the path of experimentation.Practical implicationsThe results of this research can inform talent and human resource managers how to identify and assess potential of talented employees for future needs of their organizations.Originality/valueThe paper contributes to the existing research in three ways. First, it offers a classification of approaches to potential assessment and explores the underlying dimensions of high-potential talent for future needs of a company. Second, it provides an overview of the current state of potential assessment in the companies in a non-western context. Third, it points out the challenges HR professionals face in implementing potential assessment for identifying talents in a new situation of unprecedented changes and uncertain future.

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Section: Theoretical Frameworkmentioning

confidence: 99%

Section: Theoretical Frameworkmentioning

confidence: 99%

Section: Theoretical Frameworkmentioning

confidence: 99%

See 1 more Smart Citation

Identifying and assessing talent potential for future needs of a company

Kabalina

Осипова

2022

JMD

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“…On the other hand, research shows that real-life decisions are different from hypothetical decisions [57]. In abstract and hedonic decision-making situations, people prefer potential to achievements, while in concrete and utilitarian decision-making situations, people prefer achievements to potential [9,58]. Future research could use a variety of dependent variables to test the asymmetric biases regarding a group's moral potential.…”

Section: Limitations and Future Directionsmentioning

confidence: 99%

The preference for potential in competence, not in morality: Asymmetric biases regarding a group's potential for moral improvement and decline

et al. 2020

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The current study examined the effect of a group's potential for improvement and decline in morality and competence on applicants' willingness to join the group. We conducted four experiments with 399 Chinese participants who rated their willingness to join groups with potential for improvement, potential for decline, or stability in terms of morality or competence. The results showed that, compared with groups with stable competence, participants preferred groups with potential for competence improvement and were more averse to groups with potential for competence decline. However, the biases regarding the potential for moral improvement and decline were asymmetric. Specifically, compared with groups with stable morality, participants had no preference for groups with potential for moral improvement, but were more averse to groups with potential for moral decline. Possible explanations for the asymmetric biases regarding the potential for moral improvement and decline and future research directions are discussed.

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“…(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 . (2020) examine whether managers and Human Resources professionals show a preference for promotion for those with higher performance or those with higher potential.…”

Section: Introductionmentioning

confidence: 99%

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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Preferences for Performance versus Potential in Promotion Recommendations

Cited by 6 publications

References 56 publications

Identifying and assessing talent potential for future needs of a company

Identifying and assessing talent potential for future needs of a company

The preference for potential in competence, not in morality: Asymmetric biases regarding a group's potential for moral improvement and decline

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

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