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Talent hoarding describes a situation where a manager holds onto a high-performing employee in a way that restricts their professional development or the company’s ability to utilize their skills effectively. It might seem positive on the surface, but it can backfire for both the employee and the employer.
Here’s a breakdown of the concept:
New research released from MIT Sloan Management Review shows that talent hoarding — manager behaviors that prevent subordinates from pursuing jobs elsewhere within a company — is bad for organizations, employees, and managers themselves. “Why You Should Let Your Favorite Employee Move to Another Team” shares data-backed evidence that letting their best employees go is often in managers’ own best interests.
Year after year, employees report that the No. 1 reason they leave an organization is the lack of opportunities for career advancement. JR Keller, an associate professor of human resource studies in the School of Industrial and Labor Relations at Cornell University, argues that “hoarding talent is a real short-term mindset with very long-term negative consequences for all — managers, employees, and organizations.”
Managers can control this and should keep the following points in mind when considering their own leadership performance:
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