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all levels and at all organizational locations [29]. It is noteworthy that human
resources managers have a central responsibility in this pursuit.
Thus, we mention internal Talent identification tools in organizations with
different focus on the function and/or employee [28], subdividing them in four macro-
indicators that should be appropriate to the specific organizational context in order to
have a strategic use.
Key Positions. The designated Key positions are set by top management, due to what,
strategically, is considered core to the business in terms of sustainability and success.
To that extent, for the exercise of these functions it is essential to invest in its
development, with the purpose to ensure high levels of proficiency, but also in
retaining crucial know-how. They are, per se, called Talent, justifying its
development, reward and retention. In the literature is estimated that no more than
20% of the functions in organizations should be designated as key-positions and its
characterization are based in five strategic criteria: (1) immediacy of their loss, even if
short-term affects profit, revenue growth, operations, work processes, competitive
advantage, prestige of the organization; (2) uniqueness, has having a competence or
set of them, not shared; (3) demand, creating current and/or future sustentation
position in the market; (4) strategic impact, holding qualifications that affects the
future success of the organization; (5) survival of the organization. Consequently, it is
considered that these functions are the most critical to organizational performance
[30], typically including senior management, executive functions, but also the
technical key functions [31].
High Potentials. The global changes are faster and numerous, not allowing to predict
the specific skills needed for the future, in terms of organizational success, high
potential Talent has become a new global priority [32]. Consequently, potential is
considered the ability for workers to adapt and evolves in functions and complex
contexts [32], and can be found anywhere in the organization, depending on the core
competencies of it [28]. We are talking about Talent perceived as high potentials
[25][33], defining this as the unobservable structures [34] that allows workers to
develop themselves to a higher level of proficiency, manifesting it in an extraordinary
way, present only in 10-15% of the population [35].
According to Eichinger and Lombardo [36], potential requires agility learning from
the worker, which implies: (1) personal agility; (2) results agility; (3) mental agility; (4)
flexibility in change. In addition, the potential can be measured using specific contextual
indicators in terms of: (1) motivation (not self-centered); (2) curiosity (openness to
change and learning); (3) vision (ability to acquire and make sense of information that
suggests new possibilities); (4) determination (will to achieve difficult goals despite the
challenges and considerable obstacles); (5) social involvement (use of logic and emotion
in persuasive communication with others) [32].
High Performers. Talent regarded as high performers is related with workers who
are positioned in the top ranking in terms of outputs, demonstrating an enabling
exceptional power to implementation [37], finding ways to do the job effectively, in
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