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Organizations today are increasingly focused on talent as a strategic asset and a competitive advantage for achieving business success. As a result, most major organizations have recognized the need for and outlined a formal process to identify and assess high-potential talent. There is, however, little agreement within or between organizations on...
Citations
... Bài báo của Silzer & Church (2009) [37] nhấn mạnh về tầm quan trọng của yếu tố học tập trong việc đánh giá tiềm năng của cá nhân. Các tác giả chỉ ra rằng khi cần phải đánh giá xem một cá nhân có tiềm năng hay không, đặc biệt khi họ chưa đạt đến mức kỹ năng hoàn thiện và cần phát triển thêm, các vấn đề phát sinh trong quá trình học tập trở thành rào cản đối với việc học những kỹ năng mới. ...
By summarizing some of the world's typical research articles on “Learning Agility” by many authors from the past to present, this article focuses on analyzing and clarifying the concept of “Learning Agility” and the core factors that constitute “Learning Agility”. In addition, the article also analyzes and evaluates different models and approaches to researching and exploiting and using “Learning Agility” in education, thereby proposing a solution. And presenting conceptual framework to measure and evaluate learners’ potential when exploring new learning.
... Because talent development is a substantial investment (think, for instance, of the costs of an MBA), many organizations direct it at employees who are most likely to produce a high return on the training investment (Meyers & van Woerkom, 2014). Most often, those are employees who are deemed to possess high potential, have a track record of excellent performance or show early signs of leadership potential (Dries & Pepermans, 2008;Silzer & Church, 2009). Lepak and Snell (1999) advise to provide opportunities for internal development to these employees as this can increase their commitment to the organization. ...
... In fact, several authors point out the difficulties of assessing potential in a reliable and bias-free way (e.g. Silzer & Church, 2009;Swailes, 2013). Second, exclusive talent development typically focusses on a very narrow set of talents (e.g. ...
... Furthermore, it has been acknowledged that organizations with reliable processes for predicting employees' PCA tend to acquire a competitive advantage (Hollenbeck and Jamieson, 2015;Jooss et al., 2021b). The assessment of employees' potential entails a highly complex process that encompasses making decisions based on present estimates about something that can only be verified in the future and observing something that only exists in a small percentage of employees (Finkelstein et al., 2018;Jooss et al., 2021b;Silzer and Church, 2009). The predominant perspective on TM associates the concept of HP with employees' readiness to achieve career advancement, thus expressing employees' capability to assume, in the future, positions of greater complexity and responsibility (Cascio et al., 2017;McDonnell et al., 2017;Silzer and Church, 2010). ...
Purpose
The human resource and talent management fields have been increasingly focusing on the process and criteria to identify employees’ potential for career advancement due to their impact on the competitive advantage of organizations. This paper expands the extant theoretical and empirical evidence regarding these complex decisions, namely through the combined analysis of multidimensional sources of employees' capital.
Design/methodology/approach
This is a cross-sectional study. Data were collected from 384 individuals assessed by their line managers. The research model and hypotheses were tested using structured equation modeling.
Findings
The results show a positive and significant influence of four employees’ capital sources, namely: human capital (what you know), social capital (whom you know), psychological capital (who you are) and reputational capital (how others perceive us) with regard to judgments of potential for career advancement. The model explains 52% of the total variance in those judgments.
Research limitations/implications
The data were collected using a questionnaire at a single point in time and thus, not allowing cause-effect inferences.
Practical implications
The results provide guidance to organizational leaders to improve the decision-making process regarding judgments of potential for career advancement.
Originality/value
To our knowledge, this is the first study to examine managers’ judgments regarding the potential for career advancement using four sources of employees' capital: human, social, psychological and reputational capital. Furthermore, it considers that reputation plays a mediation role.
... Indeed, it is estimated that 40% of high potential designations fail (Cappelli & Keller, 2014). Moreover, the potential identification is usually hindered by line managers themselves, since they do not perceive the subordinates' potential, do not offer them opportunities to demonstrate their talent (Silzer & Church, 2009) or exhibit a lack of engagement with the TI process (Kabalina & Osipova, 2022). In sum, the behaviours, traits, and values of talent spotters exert a strong influence on the TI process (Lai & Ishizaka, 2020). ...
Identification is a key step in the organizational talent management process. Even though evaluating potential through an objective approach, integrating multiple methods, is recommended, many organizations rely upon line manager nominations as their main sources of identification. Given their central role, this study analyses the line managers’ attributes required to carry out an effective talent identification process. This qualitative study was drawn upon social cognition (social psychology framework) and talent identification literature with a sample of 20 managers, belonging to a multinational of Argentine origin, who described their experiences and requirements as talent spotters through semi-structured interviews. Results suggest that observation skills, listening and communication skills, cognitive skills, intuition, empathy, identification as part of the managerial role, low aversion to risk, vocation, predisposition to learn, resilience, and commitment are important attributes in the identification process. The present study provides a map of the talent spotter´s attributes that are necessary to assess employees´ potential.
... For instance, PORTAL's highlighted complementarities between mid-and late-career goals-the disentanglement of which is often overlooked to begin with (Van Miegroet, Glass, Callister, & Sullivan, 2019;Wang et al., 2012)-presents its own, novel line of inquiry. Virtually zero scholarship explores more broadly how career stage goals interact with one another; for example, per Google Scholar, only two articles published in management journals even contain the term "career stage diversity" (Low, Bordia, & Bordia, 2016;Silzer & Church, 2009). ...
... Signaling theory suggests that team members use the signals sent by team leaders to interpret leaders' intentions, which then affect their own emotions and behaviors (Connelly et al., 2011). When team leaders implement talent inducements, they either identify members who have high potential to be effective in future work or assess and develop team members' knowledge, skills, and abilities for contributing to the team (Silzer & Church, 2009). The team leaders thus send the signal that the team invests in and compensate members who have high performance or high potential. ...
Integrating the literature on talent management and teams, and drawing upon the signaling theory as the overarching framework, we investigated the moderated indirect effects of talent inducements on employee creativity via employee work engagement in teams. Empirical data from matched leader-members indicated that team talent inducement was positively related to member work engagement, which was then positively associated with team and member creativity. In addition, individual learning and performance-approach goal orientation positively moderated this indirect relationship, whereas individual performance-avoidance goal orientation negatively moderated this indirect relationship. Together, these results illuminate a cross-level influence process of team talent inducements on creativity and individual goal orientations as boundary conditions. 摘 摘要 要 本文整合人才管理和团队的相关文献, 以信号理论为总体框架, 研究了人才激励通过员工工作投入对 团队和成员创造力的间接效应, 以及团队成员的目标导向在这一中介效应中的调节作用。来自350份 领导-成员配对问卷的实证数据表明, 团队人才激励与成员工作投入正相关, 工作投入与团队创造力 和成员创造力正相关。个人学习目标导向加强、但绩效目标导向削弱了这种间接关系, 而个人绩效 回避目标导向也削弱了这种间接关系。这些研究结果表明了团队人才激励对团队和成员创造力的跨 层次影响机制和作用边界。
... According to DeRue et al. (2012), Lombardo (2004), andSmith (2015), learning agility is linked to improved performance and promotions in addition to predicting the potential and future outcomes of leaders and members. The correct future leaders, essential to organizational success, can be found and developed using learning agility (DeRue et al., 2012;Silzer & Church, 2009). The outcomes of developing the learning agility concept can be a valuable resource when hiring talent, e-ISSN 2622-3236 Vol. ...
This study aimed to develop a learning agility measuring instrument based
on De Meuse's theory (2015) with a sample of Government Employees
from the National Police of the Indonesian Republic and members of Polda
Metro Jaya (N=60). The development of an Indonesian version of the
learning agility measuring tool is important to adapt the construct
according to the character of Indonesian culture so that it can be used
widely and practically by organizational management. The data was
collected using an online questionnaire survey distributed via Jotform. The
stages of developing measuring instruments start from construct
operationalization, item development, readability testing by expert
judgment, pilot tests to eliminate invalid items, and field studies. The
results of the statistical test using a differential power test where the
researcher aborted 35 items in the pilot study, which were initially 95
items, so that the items that could be continued to the next test stage in a
large sample totaled 60 items, then from the average item reliability value
has a value per -item ≥ 0.9, this figure shows consistent numbers using the
same measuring instrument (test-retest reliability) when testing on small
samples and also large samples. Construct validity was assessed using item
homogeneity techniques, employing the Product Moment correlation,
revealing p-values ≤ 0.05 for all items. Additionally, the Pearson correlation
values for all things were ≥ 0.279 (r-table) with N=50. Therefore, all items
in the second phase of the trial can be deemed valid and suitable for use.
Moreover, positive correlations were observed among dimensions. The
results of the factor loading test indicated that the Standardization
Estimate for each dimension exceeded 0.71, confirming that each
dimension contributes significantly to the latent construct.
... Meyers and van Woerkom (2014) assert that there is a strong contrast in the literature between the ideas of exclusive and inclusive talent management strategies. Initially, talent management adopted an exclusive approach, concentrating on the top 1-15% of workers who were considered valuable due to their outstanding characteristics (Lepak and Snell 1999), effective performers with high potential (Silzer and Church 2009), or people occupying strategically significant positions (Huselid et al. 2005). In contrast to exclusive management, inclusive talent management implies that each person has abilities that contribute to the company's success. ...
... As a whole, in this study, we use the concept proposed by Lepak and Snell (1999), Huselid et al. (2005), Silzer andChurch (2009), andTheodorsson et al. (2022) to define "talented employees" from the perspective of talent management. Talented employees are individuals that are judged valuable and possess extraordinary qualities, have exhibited efficient performance and great potential, or have held positions of essential strategic importance. ...
... As a whole, in this study, we use the concept proposed by Lepak and Snell (1999), Huselid et al. (2005), Silzer andChurch (2009), andTheodorsson et al. (2022) to define "talented employees" from the perspective of talent management. Talented employees are individuals that are judged valuable and possess extraordinary qualities, have exhibited efficient performance and great potential, or have held positions of essential strategic importance. ...
This study examines the impact of the reward system on the performance of talented staff in Vietnamese commercial banks. We obtained data from a structured questionnaire distributed to 330 Vietnamese bankers. The partial least square structural equation model, which includes employee recognition programs, performance incentives, promotion opportunities, employee performance, and work satisfaction variables, is used to analyze these data. According to the findings, although performance incentives and recognition programs have no impact on an employee's performance, promotion opportunities may assist bright workers in improving their output. These elements do, however, indirectly influence the performance of talented employees via job satisfaction. This study contributes to the previous literature by concentrating on the aspect of talent management in commercial banks, instead of researching all of the employees in companies. The results offer commercial banks vital approaches for managing their brilliant personnel in today's dynamic business environment, therefore enhancing their competitiveness and productivity.
... Third and finally, we have the problem of whether talent is a set of behaviors that an individual has already manifested or something that can be predicted to manifest itself in the future (Dries & Pepermans, 2012;Nijs et al., 2014). In any case, Silzer and Church (2009) argue that talent is not only what is demonstrated but is primarily also potential. ...
... In identifying these employees, however, most studies use indicators that assess current performance instead of indicators of potential (Boštjan i & Slana, 2018;Silzer & Church, 2009). This practice has been highly criticized, as it focuses on assessing requirements for the employee's current job, not those of a higher position (Robinson et al., 2009). ...
... It would also be useful to deepen knowledge of the moderating role of the competence Appetite for learning, which is similar to that of growth and learning identified by Filkenstein et al. (2018), given this competence's contribution to the model of Silzer and Church (2009). ...
... Self-awareness is the ability to recognize and understand one's own emotions, strengths, weaknesses, and personal values [15]. CEOs with high self-awareness can make better decisions by acknowledging their biases and limitations and seeking external input when necessary [78][79]. ...
This research investigates the impact of CEO positive traits, particularly transformational leadership and vision, on firm performance. Despite substantial literature acknowledging the significance of leadership traits on organizational outcomes, there remains a gap in understanding the explicit role of a CEO's vision and how it influences firm performance.Our study aims to address this gap, focusing on the empirical linkage between the CEO's vision and a firm's return on assets (ROA). To find the empirical evidence 35 companies were selected. The CEO’s letters to shareholders from annual reports were investigated using the LIWC-22 program to estimate the CEO’s positive characteristics. The findings reveala significant positive relationship between the CEO's vision and firm performance, suggesting that organizations led by visionary CEOs tend to perform better. These results carry practical implications, emphasizing the importance of fostering visionary leadership qualities within CEOs to drive organizational success. The study contributes to the extant literature on transformational leadership, offering a nuanced understanding of the role of vision and laying the groundwork for future research in this area.
