Why talent is over-rated

Why talent is over-rated

Article Type: Abstracts From: Human Resource Management International Digest, Volume 17, Issue 2

Colvin G. Fortune (Switzerland), 27 October 2008, Vol. 158 No. 7, Start page: 68, No. of pages: 6

Purpose – examines the reasons for people’s high achievement and looks at whether talent or practice holds the answer. Design/methodology/approach – puts forward how a number of researchers contend that talent means nothing like what we think it means and may not exist at all; draws attention to the number of people who climbed to the top of the business world without showing any early indication of their future success. Suggests that training, rather than talent, is mainly responsible for people’s outstanding performance in particular fields; outlines how researchers have identified “deliberate practice” as a key factor. Investigates its key elements and outlines, among other things, how the essence of deliberate practice is the continual stretching of an individual beyond their current abilities and their receipt of continuous feedback. Identifies how “what you really want” and “what you really believe” to be vital ingredients that enable people to put themselves through years of intensive work to become the top of their field. Originality/value – provides examples from the corporate world of individuals who failed to show early “talent”. ISSN: 0738-5587 Reference: 37AZ986

Keywords: Performance appraisal, Leadership, Training, Skills