{"id":2281,"date":"2026-04-01T14:18:07","date_gmt":"2026-04-01T14:18:07","guid":{"rendered":"https:\/\/www.alveria.it\/?p=2281"},"modified":"2026-05-20T08:09:54","modified_gmt":"2026-05-20T08:09:54","slug":"talent-management-today-from-performance-rating-to-potential-development-2281","status":"publish","type":"post","link":"https:\/\/www.alveria.it\/english\/2026\/04\/01\/talent-management-oggi-dal-performance-rating-allo-sviluppo-del-potenziale-2281\/","title":{"rendered":"TALENT MANAGEMENT TODAY: FROM PERFORMANCE RATING TO POTENTIAL DEVELOPMENT"},"content":{"rendered":"

From the myth of 'few talents' to the organisational ability to unleash widespread potential<\/strong><\/h2>\n\n\n\n

For years the Talent Management<\/a> <\/strong>has been portrayed as a hunt: identify the best, attract them, retain them. An extractive, almost mining logic, in which talent is a rare, precious resource concentrated in a few individuals. Organisational reality tells a different story.<\/p>\n\n\n\n

Talent is not rare. It is rare to be able to see it.<\/em><\/strong><\/p>\n\n\n\n

Many organisations do not suffer from a shortage of talent, but from invisibility of potential<\/strong>. Not because people are not capable, but because systems are not designed to intercept what goes beyond the formal perimeter of roles.<\/p>\n\n\n\n

The invisible talent: when systems only see what they have decided to see<\/strong><\/h3>\n\n\n\n

Traditional organisational structures function by roles:<\/strong> Each position corresponds to requirements, expected competences and defined responsibilities. Evaluation systems consistently measure what is required by the role. The problem is what is left out.<\/p>\n\n\n\n

Transversal competences, latent skills, interests, languages, non-formalised experiences are rarely noted or valued. Not as a punitive choice, but for structural limit of the system<\/strong>The organisation only sees what it has decided to measure. Added to this is a second, even more subtle factor: the invisible knowledge<\/strong>. Those who possess advanced skills often take them for granted, do not make them explicit, do not declare them. The result is paradoxical: talent remains hidden not only from the eyes of the organisation, but also from those who possess it. Taiichi Ohno<\/strong>the father of the Toyota Production System, summed it up with a phrase that is still a lesson in talent management today:<\/p>\n\n\n\n

\"Challenge your people and they will be surprised at what they can do.\"<\/em><\/strong><\/p>\n\n\n\n

Talent emerges when it is put to the test. Not when it is simply classified.<\/p>\n\n\n\n

Talent and context: why the best are not always the best fit<\/strong><\/h3>\n\n\n\n

The selectors of the Frecce Tricolori say that the 'brightest' pilots in an absolute sense are not necessarily those chosen for the aerobatic patrol. The solo aces, capable of spectacular manoeuvres, are often too individualistic. When you fly two metres from your partner's wing, the key competence is not individual excellence, but the ability to be part of the team.<\/p>\n\n\n\n

Being the best alone does not mean being in the right place.<\/em><\/strong><\/p>\n\n\n\n

The same applies in organisations. A talent can remain invisible or ineffective if the context does not enhance it. A now famous experiment proves this: Joshua Bell, one of the world's greatest violinists, played in the Washington underground as a street musician. Thousands of people walked past him without stopping. The message is powerful: it is not enough to be extraordinary, you need the right stage<\/strong>.<\/p>\n\n\n\n

In talent management this means shifting the focus from the pursuit of absolute excellence to the ability to putting the right people in the right contexts<\/strong>designing roles, teams and systems in which talent can truly emerge and contribute to the collective outcome.<\/p>\n\n\n\n

The tyranny of meritocracy: when rewarding the few stops the many<\/strong><\/h3>\n\n\n\n

The systems of Talent Management<\/strong> highly elitist produce two well-known but often underestimated side effects.<\/p>\n\n\n\n

On the one hand, thehybris of elite talent<\/strong>:<\/p>\n\n\n\n