The document discusses a talent strategy focused on identifying and nurturing superstars within organizations, emphasizing the importance of aligning talent management with business goals. It highlights findings from studies on the portability of talent and suggests a shift towards a '90-10 talent management' philosophy, aiming to elevate the performance of the majority of employees to match that of the top performers. The conclusion advocates for harnessing employees' passion and talent to foster a productive and sustainable organizational environment.

1. Talent Strategy for
Superstars
BY
D .G EETHAN JAL I
1 2 MD 0 2 2
TALEN T MAN AG EMENT
B A TCH I I

2. • Introduction
CONTENTS
• Portability of Superstars
• Are Superstars Staying?
• What about the other stars?
• 90-10 Talent Management
• Benefits of 90-10 approach
• Conclusion
People Matters July 2012 volume

3. Introduction
• Tie talent strategy to business imperatives and find
the best people to execute flawlessly.
• Invest in the best- grow and engage them, so they
perform great and stay.
• Meantime- motivate and train other “A” layers in
the company, if not attract the best people from
best schools and organisations.
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4. Portability of Superstars
• Boris Groysberg conducted a study- “Is focus is on
the best people ?”
• Careers of 1000 star analysts at Wall Street, after
they have been moved to other firms.
• Majority suffered decline in their performance.
• Earlier excellence is depended on firm’s proprietary
resources, organisational cultures, networks and
their colleagues.
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5. Are Superstars Staying
• Indian Students(star) from best B-Schools are
hired by a consultancy company 18 months ago.
• Company invested money and attention for their
growth, in return sterling performance.
• End of the year they received an 18 month bonus
and 75 % were promoted.
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6. Cont...
• Less than 2 years from when they were hired, only 25 % of
the cohort are still working for the company.
• The ones who left were also the most valued and rewarded.
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7. What about the rest
• Choosing high-potential talent pools.
• Talent pools work out well when the assessment is accurate.
• The star talents will continue to perform when they move to
another organisation.
• They make meaningful contribution if they are properly
awarded
People Matters July 2012 volume

8. 90-10 Talent Management
• Organisation should re-channel their efforts to source the
talent that is plentiful, inexhaustible and cost effective.
• Figure out how they can get 90% of their people to perform
like the top 10%.
• Move from the conventional wisdom that only few people
have talent that determine organisational success- to a new
approach that everybody has talent.
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9. Cont...
• Organisation that adopted this approach gave people to feel
at their greatest when three things happen,
• They love what they are doing (passion)
• They are great at doing what they love (talent)
• They are in jobs that allow them to do what they love and
are great at (application of talents)
People Matters July 2012 volume

10. Benefits of 90-10 approach
People Matters July 2012 volume

11. Conclusion
• Harnessing passion and talent of the people in the
organisation helps in productive application. When
this happens employees are in the “talent zone”,
result of which their positive energy will ripple
across the organisation and creates sustainable
business results.
People Matters July 2012 volume