The Differential Focus of Supervisors and Peers in Evaluations of Managerial Potential

Identifying and assessing talent potential for future needs of a company

Purpose

This article investigates which definitions, indicators and instruments are used by the companies to identify and assess talented employee potential with successful performance on future pivotal positions.

Design/methodology/approach

Empirical data were collected in 2020–2021 in 45 local and multinational companies in Russia with well-established talent management functions using in-depth interviews with human resource (HR) managers and consultants.

Findings

The study found a diversity of approaches to identifying and assessing talent potential with a predominantly contextual approach but so far with little focus on company’s strategic objectives. It was also found that companies assessed cultural (values) fit, social intelligence and impact, engagement and commitment as predictors of managerial and leadership potential of talented employees for future strategic jobs, in addition to characteristics of personal resources. The search for new complex and validated tools and methods of potential assessment under budget constraints show that companies have taken the path of experimentation.

Practical implications

The results of this research can inform talent and human resource managers how to identify and assess potential of talented employees for future needs of their organizations.

Originality/value

The paper contributes to the existing research in three ways. First, it offers a classification of approaches to potential assessment and explores the underlying dimensions of high-potential talent for future needs of a company. Second, it provides an overview of the current state of potential assessment in the companies in a non-western context. Third, it points out the challenges HR professionals face in implementing potential assessment for identifying talents in a new situation of unprecedented changes and uncertain future.