Is every employee a ‘talent’?

“Every employee has talents, but not every employee is a talent.”
Sandra Hoeylaerts, Talent Director at Huntsman

This statement rises the question on how we define ‘talent’.
Yes, everyone HAS talents, let’s call them ‘strengths’.
No, not everyone IS a talent, being someone who shows the will & skills to grow vertically to more complex positions in the organization.
We also call these employees ‘high potentials’ or ‘future leaders’. While they represent only 5 to 7% of the employee population, they do have a significant impact on the output.
We are convinced that these future leaders or high potentials need a development approach customized to their specific needs.

We recommend you to read the inspiring article: “Delusions of employee development”, written by Marc Effron on 6 changes that are needed for realistic employee development:

1. Radically reduce expectations: Set one development goal
2. Differentiate your investment: Develop a talent philosophy and communicate it broadly
3. Let managers set development goals for their direct reports
4. Double-down on experiences:  create experience maps
5. Create development plans in talent reviews
6. Make managers accountable for development