4 Secrets to Better Talent Reviews: A People Manager’s Guide | The Talent Strategy Group

Talent Management

Many organizations conduct talent reviews—with the primary goal of identifying and developing employees with the greatest potential. However, certain factors can detract from the effectiveness of these reviews, such as using less predictive criteria for evaluating potential. In this new article by Marc Effron, he shares several insights into how organizations can make their talent reviews more effective. One key point emphasizes the common confusion between high performance and high potential among managers during talent reviews. According to Marc, the main purpose of talent reviews is to predict how far and how fast someone can advance into a larger, more complex role. Potential must be defined in this way, focusing on the ability to grow beyond one’s current role. Another suggestion is to focus on the talent review discussion rather than the tools used. Organizations often grapple with which tool to use, ranging from 4-box to 28-box grids. Marc suggests that any tool separating the discussion of performance from potential is helpful. The critical component lies in the descriptors used to define potential, guided by research and science. To support this effort, I am resharing a book chapter from the SIOP Professional Practice Series book Strategy-Driven Talent Management by Allan Church and Rob Silzer. It provides robust and research-based criteria on indicators of potential, and you can download it directly through ResearchGate.