Most organizations have processes in place to plan and manage the performance of people in their current roles. What they should be equally focused on is talent, which is what people are capable of producing. That’s more difficult to define and manage. But because it’s harder doesn’t mean it’s not important to do systematically.
Talent is too often principally defined by the person’s past performance and experience—the past is viewed as the best guide to the future. Talent definition needs to also include the underlying abilities, drive, and personal insights that, when added to the person’s history, provide a far better indicator of future success.
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