The Crucial Role of Talent in Organizational Performance

Abstract

Lewis Jr., a senior executive at Zoetis, a global animal health company, believes the success of a leader hinges on “the ability to attract, develop and retain talented people.” In assessments for a position of greater responsibility, he looks at various factors, which involve a wide range of people: “In assessing my people, I look at their mind‐set, capabilities, and the consistency of their performance—and to that end, I also look at the quality of their team.” He observes the rigor with which his team members develop their own teams, and points out that they “need to develop a robust and diverse talent pipeline lower in the organization, from which we can draw our next generation of leadership.”

Star performers, unit performance and unit turnover: A constructive replication

“…For many modern organisations, success lies in having the best talent (Aguinis & O'Boyle, 2014;Charan et al, 2018;Lewis, 2019;Pandita & Ray, 2018). By their nature, star performers are the best of the best talent, and scholarship has increasingly focused on how this small piece of the human capital pool produces a disproportionately large slice of output.…”

“…Modern organisational success is highly dependent upon having outstanding talent (Charan et al, 2018;Lewis, 2019;Pandita & Ray, 2018;Pfeffer, 2001). Star performers are the best talent on the market and the focus of increasing attention from both scholars and HR managers.…”