The top talent in organisations is the extraordinary group of people. If the 80:20 rule can be applied twice, this group of talent belongs to the 20 percent of the 20 - a meagre 4 percent in the organisation.
 

Sandeep K Krishnan

However, in sense of performance and potential for future, the organisation might be banking more than 80 per cent on them. This brings two difficult and yet pertinent questions to the talent management framework. How to identify the top talent, how to nurture them, and how to place them in mission critical roles?

Interestingly in typical organisations, policies and processes are made for general purposes and many a times, it will not serve the interest of the highly ambitious and performing talent we call "top talent". Progressive organisations are equipping themselves in ensuring that top talent are taken due care as it is critical for the organisation. The first step is to identify who is a top talent and they are typically the fast trackers and show exceptional performance and potential for future growth. Two aspects are critical in this context – one is performance and the second is a set of knowledge, skills and attitude that can be aligned to the potential of the individual to do greater things in the organisation and career. It is important that this talent is identified and nurtured for future growth.

From a positive framework and what fits to a fast-growing youthful population like of India is to have dynamic talent management processes that look at both short-term and long-term in top talent identification. At senior levels, the critical top talent is identified by the position they occupy, performance parameters defined, past performance and overall potential for growth. At top management levels, the person by virtue of a huge delivery or profit and loss responsibility by itself, becomes critical. Getting selected or performing in that role also entitles the person to be considered to be top talent that the organisation cannot afford to lose. The focus here is on development and future placement. The key is also to align them to the core values of the organisation and ensure that they know their career path so that they do not leave for better opportunities.

Regarding identification of top talent at the level below, organisations have to rely on potential assessment from managers. The key here is to have well defined measures and processes so that it seen as a fair process.

It is quite possible that high potential, high performers are highly aggressive, sometimes individualistic, do not care for norms, and are over-confident. There will be requirement of attitude and behavioural modification to ensure that top talent is aligned to corporate values and culture through sustained learning and mentoring. The key is to have an individual development plan worked out with the manager. The individual and manager should own the development and career.

At the crux, the key is to understand that the whole top talent process is an integral part of talent management and leadership development and should be aligned to strategic planning of organisations.

- - Dr. Sandeep K. Krishnan earned a doctorate from IIM Ahmedabad and is currently the VP – HR and corporate development at Acropetal Technologies Ltd.