Abstract:
Today, Learning and Development has become a major pillar for the advancement of talent (people) and achievement of strategic business goals (organizations) through well-established attraction, development and retention practices. Talent identification practices allow organizations to cluster their employees in order to serve their developmental needs in the most effective and efficient way.
This project dives into employee emotions and reactions towards talent identification. Using the Gioia method, I have analyzed data gathered from semi-structured interviews conducted with employees within organizations that implement formal processes for high-potential identification within the MENA region. Findings indicate that common themes emerge among employees who do not pass the selection process across different aspects: affective reactions such as anger, anxiety and disappointment and behavioral reactions such as disengagement, loss of productivity and higher intent to leave and mainly due to false expectations, low perceived procedural justice, lack of follow up and absence of developmental opportunities. Findings also revealed that this talent identification process can also have a negative impact on employees who are identified as high-potential talent, if it is not implemented properly.
This project provides significant contribution by developing a holistic understanding of an employee-centric perspective towards talent identification and high-potential selection within organizations in the MENA region. Finally, important implications for HR and suggestions for HRD professionals are discussed.
