Talent management is only good when the focus is on development - where is everyone heading? That's what the last post on this blog was about. How do you re-focus?

I looked at the often complicated forms for performance management with medium-sized customers; together we decided to stop using them. It makes much more sense to have a model that inspires employees to develop.

A lot has also happened in large companies. Thomas Schmidt reports in his book* that Lufthansa has found a pragmatic way. The talent portfolio, in which every employee finds their place, has four clusters: Achieve, Grow, Excel and Improve. This means that there are employees who are currently where they need to be. And others who will soon develop professionally on the basis of good performance. And still others who will soon be able to move up a level.

(* Thomas Schmidt, "Performance Management im Wandel" -Performance management in transition, 2018)

Improve is also used to address employees whose performance does not currently meet requirements. An international company that I have worked for has set up a process for this group. This process makes sure that mutual dissatisfaction does not become chronic.

A cluster model for talents is charming because it is flexible. After all, there are tangible reasons why even ambitious employees may temporarily switch from the Excel or Grow cluster to the Achieve cluster. It may suits their phase of life better, perhaps due to family responsibilities or sabbaticals.
Combined with a clear focus on strengths and careful feedback, such a model is encouraging. You won't avoid it as it offers everyone involved a springboard into the future.