Identifying and assessing talent potential for future needs of a company

IF 2.5 Q3 MANAGEMENT JOURNAL OF MANAGEMENT DEVELOPMENT Pub Date : 2022-04-22 DOI:10.1108/jmd-11-2021-0319
V. Kabalina, A. Osipova
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引用次数: 3

Abstract

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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识别和评估公司未来需要的人才潜力
目的本文研究了公司使用哪些定义、指标和工具来识别和评估在未来关键职位上表现成功的人才潜力。设计/方法/方法2020-2021年,通过对人力资源经理和顾问的深入访谈,在俄罗斯45家具有完善人才管理职能的本地和跨国公司收集了经验数据。发现该研究发现,识别和评估人才潜力的方法多种多样,主要是基于背景的方法,但迄今为止很少关注公司的战略目标。研究还发现,除了个人资源的特征外,公司还将文化(价值观)契合度、社会智力和影响力、敬业度和承诺评估为有才华的员工在未来战略工作中的管理和领导潜力的预测因素。在预算限制下寻找新的复杂且经过验证的潜在评估工具和方法表明,公司已经走上了实验的道路。实践意义本研究的结果可以为人才和人力资源管理者提供信息,帮助他们识别和评估有才华的员工对组织未来需求的潜力。原创性/价值本文从三个方面对现有的研究做出了贡献。首先,它提供了一种潜在评估方法的分类,并探讨了公司未来需求的高潜力人才的基本维度。其次,它概述了非西方背景下公司潜力评估的现状。第三,指出了在前所未有的变化和不确定的未来的新形势下,人力资源专业人员在实施潜力评估以识别人才方面面临的挑战。
本文章由计算机程序翻译,如有差异,请以英文原文为准。
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来源期刊
CiteScore
7.00
自引率
9.70%
发文量
28
期刊介绍: ■Competence-based management development ■Developing leadership skills ■Developing women for management ■Global management ■The new technology of management development The Journal of Management Development draws together the thinking and research relating to the role played by managers in their immediate environment, and the ways in which they can widen their responsibilities to take on larger roles. Many companies now appreciate that investment in management development helps to reduce costs, increase sales and improve productivity - so it"s well worth investigating.
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