5.3 Talent as individually specific
Individual talent in organisations is generally taken to be ‘‘special’’ or ‘‘unique’’. Thorne and
Pellant (2006) argue that a talented individual is ‘‘someone who has ability above others and
does not need to try hard to use it. They excel with ease and grace. A talented person has a
certain aura in their ability that others wish to emulate and from which lesser mortals draw
inspiration’’.
Gagne´ (2000) suggests that talented people have the ability to perform an activity to a
degree that places their achievement within at least the upper 10 per cent of their peers who
are active in that field. In his study, Goleman (2006) noted that in professional jobs, top
performers who were capable of adding value to their organisation are worth ten times as
much as their co-workers, although it is not clear how this performance is measured.
With regard to specific perspectives of talent in organisations, these are defined from a
number of different standpoints, for example:
B behavioural aspects (such as having a ‘‘can-do’’ attitude);
B knowledge;
B skills (having enough creative flair to create new realities and experiences and thus new
knowledge); and
B competencies and cognitive capability (having diversity of thought or flexibility in
producing a particular state of mind which matches organisational requirements,
irrelevant of job role).
Some see organisational talent as a complex amalgam of employees’ skills, knowledge,
cognitive ability and potential. Talent in an individual needs to be recognised as a complex
and dynamic mix of such key characteristics. As well as those cited above they can also
include diversity of thought. As one European HR Director at a food processing company
argued:
I think . . . from a business performance perspective, diversity of thought and how people operate
is probably the most important talent in the sense that that will drive the business forward.
Whether that diversity of thought comes from a male or female or someone who is a Christian or a
Muslim . . . to me it doesn’t really matter.
Others take behaviours as a key element.
5.3.1 Talent as certain behaviours. Although in the talent management research leadership
behaviours are widely seen as particularly important, we came across senior managers who
favoured an ethical stance on behaviours, related to standards of conduct:
I put a lot of store by behaviours . . . I think that the way you go about conducting yourself and
achieving those targets is a key talent. I think behaviours from an HR point of view are the things
that are more difficult to change within people. . . . and I think [talent management] is about
understanding the behaviours that people bring to the business and where you can really use
them to develop the business and move the business forward.
Such considerations are important, particularly in the area of ethical leadership. In the 2009
Sunday Times Best 100 Companies report, the data shows a clear link between faith in the
leader and concerns about the future. In companies where there is a great deal of trust in the
leader, 54 per cent of employees say the economic climate makes them worried about their
5.3 Talent as individually specific
Individual talent in organisations is generally taken to be ‘‘special’’ or ‘‘unique’’. Thorne and
Pellant (2006) argue that a talented individual is ‘‘someone who has ability above others and
does not need to try hard to use it. They excel with ease and grace. A talented person has a
certain aura in their ability that others wish to emulate and from which lesser mortals draw
inspiration’’.
Gagne´ (2000) suggests that talented people have the ability to perform an activity to a
degree that places their achievement within at least the upper 10 per cent of their peers who
are active in that field. In his study, Goleman (2006) noted that in professional jobs, top
performers who were capable of adding value to their organisation are worth ten times as
much as their co-workers, although it is not clear how this performance is measured.
With regard to specific perspectives of talent in organisations, these are defined from a
number of different standpoints, for example:
B behavioural aspects (such as having a ‘‘can-do’’ attitude);
B knowledge;
B skills (having enough creative flair to create new realities and experiences and thus new
knowledge); and
B competencies and cognitive capability (having diversity of thought or flexibility in
producing a particular state of mind which matches organisational requirements,
irrelevant of job role).
Some see organisational talent as a complex amalgam of employees’ skills, knowledge,
cognitive ability and potential. Talent in an individual needs to be recognised as a complex
and dynamic mix of such key characteristics. As well as those cited above they can also
include diversity of thought. As one European HR Director at a food processing company
argued:
I think . . . from a business performance perspective, diversity of thought and how people operate
is probably the most important talent in the sense that that will drive the business forward.
Whether that diversity of thought comes from a male or female or someone who is a Christian or a
Muslim . . . to me it doesn’t really matter.
Others take behaviours as a key element.
5.3.1 Talent as certain behaviours. Although in the talent management research leadership
behaviours are widely seen as particularly important, we came across senior managers who
favoured an ethical stance on behaviours, related to standards of conduct:
I put a lot of store by behaviours . . . I think that the way you go about conducting yourself and
achieving those targets is a key talent. I think behaviours from an HR point of view are the things
that are more difficult to change within people. . . . and I think [talent management] is about
understanding the behaviours that people bring to the business and where you can really use
them to develop the business and move the business forward.
Such considerations are important, particularly in the area of ethical leadership. In the 2009
Sunday Times Best 100 Companies report, the data shows a clear link between faith in the
leader and concerns about the future. In companies where there is a great deal of trust in the
leader, 54 per cent of employees say the economic climate makes them worried about their
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