CEOs are concerned about having access to key skills at all levels of their organizations now and in the future. Only 1 in 5 CEOs say they find it easy to attract top talent. The document discusses the evolution of talent management over five eras from a focus on physical attributes to competencies to potential. It emphasizes that companies should consider a candidate's potential to learn new skills, not just current skills, and that selecting for adaptability is important. It also notes that high potentials require extra attention to keep them engaged.

1. i have no special talents,
i am only passionately curious
albert einstein
63% OF CEO’S ARE CONCERNED ABOUT FUTURE A VAILABILITY
OF KEY SKILLS AT ALL LEVELS.
ONLY 1 OUT OF 5 CEO’S SAID THEY FIND IT EASY TO ATTRACT THE BEST TALENT
five era’s of talent management
pysical attributes till approximate 1850
till 1960-70 standardization of skills
Competencies and EQ
era of the iq
till 1970’s
focus on potential
till 2010
COMPETENCIES = NOT EXCELLENCE!
IT IS NOT ONLY: DO
TALENTS HAVE THE
RIGHT SKILS?
IT IS ALSO: DO THEY HAVE
THE RIGHT POTENTIAL TO
LEARN NEW ONE’S?
COMPANIES WITH SOPHISTICATED TALENT MANAGEMENT
OUTPERFORM PEERS BY
HIGHER REVENUE
PER EMPLOYEE 26% HIGHER
ENGAGEMENT 29% LOWER
TURNOVER 40%
how to spot the potential of talent
INCLUDE THE ABILITY
TO ADAPT TO AND GROW
INTO COMPLEX ROLES AND
ENVIRONMENT IN YOUR
SELECTION PROCEDURE
HIGH POTENTIALS CAN BE
DEMANDING AND NEED
EXTRA ATTENTION. DO NOT
FORGET TO GIVE THIS EXTRA
ATTENTION AND FOCUS ON
KEEPING THEM
TALENTS NEED TO BE
CHALLENGED AND LIKE
CHANGE; PERSONAL
GROWTH IS MORE IMPOR-TANT
THAN FINANCIAL
COMPENSATION
THE SEARCH OF THE
POTENTIAL OF TALENTS
REQUIRES A NEW FOCUS
AND APPROACH OF THE
SELECTION PROCEDURE
INFORMATION FROM: PWC, BCG, HARVARD BUSINESS, EGON ZEHNDER,
FORBES MAGAZINE, DELOITTE, VERGOUW CONSULTING