ABSTRACT
The challenge is to utilise assessment methods most predictive of long-term performance while still reinforcing line management responsibility for the management of talent. Talent management must be more than the identification of a high-potential elite. While some line managers may know talent when they see it, most line managers are understandably uncomfortable about making evaluations they cannot justify either to themselves or to the individuals they manage. Line management evaluations may produce consistent assessments of leadership talent, or may be so limited through prejudice and bias that their reviews of talent will be counter-productive. Management evaluation should provide another yardstick to assess credibility and appraise current capability across the range of leadership activities and tasks. Line managers should have responsibility for the recruitment, induction and development of their staff, preferably supported by specialist input from the human resource function. Talent identification and development is a fundamental management accountability which shouldn't be undermined by other organisational initiatives.
