Why You Should Let Your Favorite Employee Move to Another Team | MIT Sloan Management Review

Talent Development

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This new article delves into internal talent hoarding among managers, who obstruct their direct reports’ growth within the organization by withholding support for promotions or discouraging their direct reports from seeking other internal roles. Despite offering short-term benefits, talent hoarding risks long-term gains. Recent research in the Academy of Management Journal shows that supporting direct reports’ career development helps attract high-quality and functionally diverse internal applicants while hoarding talent leads to recruitment challenges and higher turnover. The article examines the motivations behind talent hoarding, such as incentives linked to team performance and the fear of losing valuable employees. It describes talent-hoarding behaviors, such as reducing the visibility of standout employees and downplaying direct reports’ performance and/or desire to move into other roles during performance calibration sessions, internal talent reviews, and succession planning conversations. The article emphasizes the importance of fostering internal mobility through transparent talent markets and shares ways to incentivize managers to support employee development and internal mobility. As a bonus, I am resharing my post, Five Indicators of Manager Talent Hoarding, which provides a simple way to assess one’s tendency to hoard talent.