People & Strategy Winter 2018 Vol. 41 No. 1 - 8

Perspectives | POINT | COUNTERPOINT
Talent Management:
the End of the Era or the Dawn of the New Age?
By Anna Tavis

S

ome of us in HR would argue
that classic talent management has passed its prime. If
a decade ago talent calibrations and
the nine-box grids were all the rage
and high-potentials (HiPos) ruled the
management universe, the conversation today has shifted to the more
inclusive models of management.
Employee engagement, organizational
culture, gender and racial equity in
the workplace are the themes of today.
Implicit biases have been brought to
light, performance ratings have been
challenged and continuous feedback
and "manager as a coach" approaches have aimed at lifting everyone's
performance. Organizations now hire
for growth mindset and set up choice
architectures for employees to do the
right thing without the administrative
coercion. Will talent management as a
practice survive and what might it look
like in the organizations of the future?
To explore these issues, we invited
the savant of the talent management
practice, Robert Eichinger, to lead our
collective reflection on the key tenets
of talent management from the vantage point of his more than 50 years in
this business. After reviewing 10 classic
debates on the nature of individual differences, on performance and potential,
Eichinger leads with the foresight of
"what is next." To him, the next frontier
in the practice of human behavior lies
in the brain science. If the brain science
is the future, how does it reconcile with
the present protocols of talent management? Our respondents fill in the
answers from their own experience and
with the view on the organizations they
look after.
Michelle Weitzman-Garcia of Regen-

8

PEOPLE + STRATEGY

eron is leaning in on the science and
protocols that her mentor Eichinger
developed. What she adds is the "art"
of applying those scientific principles to
the practice of talent management in
working with complex organizations.
Kelly Joscelyne, the global chief
talent officer of Mastercard, examines
the question of how gender differences
manifest themselves in talent management, the question Eichinger ostensibly
chooses to avoid. To her, it is not a question of whether the differences exist,
but why inequities occur. For Joscelyne,
talent management is about preventing
the biases from overwhelming the integrity of high potential selection.
Lewis Garrad, the growth markets
lead for Mercer | Sirota, proposes a
timely upgrade to the classical definition of high potential. He insists that
in selecting high-potentials we need to
look for problem-finders rather than

problem-solvers and prioritize effective
teams rather than ambitious individuals.
He suggests that being high potential in
the traditional organization could be a
curse and a burden rather than the promoted honor. Garrad suggests that as
the digital revolution continues, talent
management "will be less about helping
a 'vital few' who achieve their potential,
but more about helping the entire workforce to thrive in their own way."
Mary-Clare Race, chief creative
officer at Mind Gym, shares her organization's research into the six conditions for the organizational ecosystems
that support the achievement of high
potential for all. Those conditions are:
purpose, challenge, attention, growth,
recognition and choice. Everyone's performance lifts if organizations cultivate
those six core values.
Claudio Garcia, the executive
vice-president of Strategy and Corporate



Table of Contents for the Digital Edition of People & Strategy Winter 2018 Vol. 41 No. 1

From The Executive Editor
From The Guest Editors
Perspectives
So You Want to Be a High-Potential?
How to Identify and Grow High Potentials: A CEO’s Perspective with Proven Results
Getting the Right People in the Hi-Po Pool
Wherefore Art Thou All Our Women High-Potentials?
Are Your HiPos Overrated?
Executive Roundtable
In First Person
Linking Theory + Practice
Insight into Action
Leadership Insights
People & Strategy Winter 2018 Vol. 41 No. 1 - Cover1
People & Strategy Winter 2018 Vol. 41 No. 1 - Cover2
People & Strategy Winter 2018 Vol. 41 No. 1 - 1
People & Strategy Winter 2018 Vol. 41 No. 1 - 2
People & Strategy Winter 2018 Vol. 41 No. 1 - 3
People & Strategy Winter 2018 Vol. 41 No. 1 - From The Executive Editor
People & Strategy Winter 2018 Vol. 41 No. 1 - From The Guest Editors
People & Strategy Winter 2018 Vol. 41 No. 1 - 6
People & Strategy Winter 2018 Vol. 41 No. 1 - 7
People & Strategy Winter 2018 Vol. 41 No. 1 - Perspectives
People & Strategy Winter 2018 Vol. 41 No. 1 - 9
People & Strategy Winter 2018 Vol. 41 No. 1 - 10
People & Strategy Winter 2018 Vol. 41 No. 1 - 11
People & Strategy Winter 2018 Vol. 41 No. 1 - 12
People & Strategy Winter 2018 Vol. 41 No. 1 - 13
People & Strategy Winter 2018 Vol. 41 No. 1 - 14
People & Strategy Winter 2018 Vol. 41 No. 1 - 15
People & Strategy Winter 2018 Vol. 41 No. 1 - 16
People & Strategy Winter 2018 Vol. 41 No. 1 - So You Want to Be a High-Potential?
People & Strategy Winter 2018 Vol. 41 No. 1 - 18
People & Strategy Winter 2018 Vol. 41 No. 1 - 19
People & Strategy Winter 2018 Vol. 41 No. 1 - 20
People & Strategy Winter 2018 Vol. 41 No. 1 - 21
People & Strategy Winter 2018 Vol. 41 No. 1 - How to Identify and Grow High Potentials: A CEO’s Perspective with Proven Results
People & Strategy Winter 2018 Vol. 41 No. 1 - 23
People & Strategy Winter 2018 Vol. 41 No. 1 - 24
People & Strategy Winter 2018 Vol. 41 No. 1 - 25
People & Strategy Winter 2018 Vol. 41 No. 1 - 26
People & Strategy Winter 2018 Vol. 41 No. 1 - 27
People & Strategy Winter 2018 Vol. 41 No. 1 - Getting the Right People in the Hi-Po Pool
People & Strategy Winter 2018 Vol. 41 No. 1 - 29
People & Strategy Winter 2018 Vol. 41 No. 1 - 30
People & Strategy Winter 2018 Vol. 41 No. 1 - 31
People & Strategy Winter 2018 Vol. 41 No. 1 - Wherefore Art Thou All Our Women High-Potentials?
People & Strategy Winter 2018 Vol. 41 No. 1 - 33
People & Strategy Winter 2018 Vol. 41 No. 1 - 34
People & Strategy Winter 2018 Vol. 41 No. 1 - 35
People & Strategy Winter 2018 Vol. 41 No. 1 - 36
People & Strategy Winter 2018 Vol. 41 No. 1 - 37
People & Strategy Winter 2018 Vol. 41 No. 1 - Are Your HiPos Overrated?
People & Strategy Winter 2018 Vol. 41 No. 1 - 39
People & Strategy Winter 2018 Vol. 41 No. 1 - 40
People & Strategy Winter 2018 Vol. 41 No. 1 - 41
People & Strategy Winter 2018 Vol. 41 No. 1 - Executive Roundtable
People & Strategy Winter 2018 Vol. 41 No. 1 - 43
People & Strategy Winter 2018 Vol. 41 No. 1 - 44
People & Strategy Winter 2018 Vol. 41 No. 1 - 45
People & Strategy Winter 2018 Vol. 41 No. 1 - 46
People & Strategy Winter 2018 Vol. 41 No. 1 - 47
People & Strategy Winter 2018 Vol. 41 No. 1 - In First Person
People & Strategy Winter 2018 Vol. 41 No. 1 - 49
People & Strategy Winter 2018 Vol. 41 No. 1 - Linking Theory + Practice
People & Strategy Winter 2018 Vol. 41 No. 1 - 51
People & Strategy Winter 2018 Vol. 41 No. 1 - 52
People & Strategy Winter 2018 Vol. 41 No. 1 - 53
People & Strategy Winter 2018 Vol. 41 No. 1 - Insight into Action
People & Strategy Winter 2018 Vol. 41 No. 1 - 55
People & Strategy Winter 2018 Vol. 41 No. 1 - Leadership Insights
People & Strategy Winter 2018 Vol. 41 No. 1 - 57
People & Strategy Winter 2018 Vol. 41 No. 1 - 58
People & Strategy Winter 2018 Vol. 41 No. 1 - Cover3
People & Strategy Winter 2018 Vol. 41 No. 1 - Cover4
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