Target talent at all levels Organizations can’t afford to neglect the contributions of other employees. Several authors in recent years have emphasized the valuable contributions of B players: capable, steady performers who make up the majority of any workforce. Research on social capital has also highlighted the importance of inclusiveness: top talent is more effective when it operates in vibrant internal networks with a range of employees. Performance suffers when such social networks are absent or withdrawn. Our experience has even shown that strong networks help retain young Gen Y professionals.
Companies must therefore address the needs of talent at all levels of the organization: frontline staff, technical specialists, even the indirect workforce, such as people who work for suppliers, contractors, and joint-venture partners—are often as critical to overall success as A players. Experience suggests that an exclusive focus on top players can damage the morale of the rest of the organization and, as a result, overall performance.
**A more inclusive approach involves thinking of the workforce as a collection of talent segments that actively create or apply knowledge.**
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