People dynamics article mar 2010

1. TalenT reTenTion
Catch and release – the risk of
big fish in small ponds
By Morne Mostert and Wea van Heerden
H ow often do we hear companies boasting about employing only
the brightest and best people? “Only people who score on the
90th percentile are good enough to work for us,”is a line that is often
In order for companies to maximis the results from tools such as
psychometric tests and assessment centres, assessments should not
be done in isolation. The HR mnager and consultant must understand
used. “Even our personal assistants have MBAs,” is another line. Such what the real requirements of the job are and, more importantly,
companies often base their views on assessment results, but the results ensure that whoever is appointed is able to fulfil the majority of the
are often misapplied by inexperienced consultants.This affects the talent responsibilities, whilst allowing 15–20 % of the responsibilities to
value chain throughout the entire employee life cycle, and threatens the “stretch” and challenge the employee. The end result is that the truly
ROI of development. bright and talented individual fails to perform.
A strategy that employs only the best and brightest is inherently Companies often respond to underperforming talent by sending
flawed. This is due to organisational reality: organisations search for them on training. This is the organisational equivalent of getting a
standardisation and convergence, while talent is inherently divergent. haircut to fix your car – a useful activity with some benefits, but don’t
Competent and talented individuals have an inherent need to feel expect to fix the real problem. If the problem is a lack of challenge,
challenged and in order for that to happen, there needs to be certain then training will have short-term results at best. Staff will soon revert
tasks in their roles that they have yet to master. Individuals may stay to old habits if the boredom persists.
with the company for a short while, but once the company branding The ideal learning solution for talent is one that allows for the
from induction has faded, they will soon feel the need to move on, and divergence of thought and approach that typifies talented individuals.
the company’s newest bright star will leave to find a fresh challenge. Learning should provoke and challenge, just as work should, in order
It is the role of responsible consultants to advise their clients on this to obtain the best ROI from development. Our experience further
– and it can be done only if the consultant has a good understanding suggests that talented individuals prefer exposure to higher level
of the exact requirements of the job and the ability to match the work, due to the systemic nature of such work. Talented staff enjoy
individual to these. This sounds obvious, but consultants will often the challenge of studying high level connection and integration and
fall into the trap of simply supporting the application of the brightest seeking out new connections.
applicants. Inexperienced consultants will be quick to point out talent Talent selection and development are not about finding the
deficits in individuals, but will often ignore the risks of talent surplus, brightest – all ponds have some conspicuously big fish, but the survival
i.e. the individual is simply too talented to be satisfied in the role. This of the pond depends on many other factors. These factors can be
should not be confused with being overqualified, which is a function found and harnessed by making use of assessments in a responsible
of experience rather than capacity, potential and responsiveness. To manner that takes into account all the dynamics at play, rather than
appoint a highly strategic individual with the ability to think across merely trying to appoint the brightest individual you can find. PD
different systems in a role that only requires maintenance of an
existing process will not enable that person to function optimally. Morne Mostert, founder of Leadership Options,
The result is that the bright star will underperform and managers may www.leadershipoptions.co.za.Wea van Heerden, the co-founder of The
even question the validity of the assessment results. Assessment Toolbox www.assessmenttoolbox.co.za.
March 2010 People Dynamics 15