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  3. How much does talent actually matter? Nearly 20 years have passed since McKinsey introduced the idea of a war for talent, yet mo

How much does talent actually matter? Nearly 20 years have passed since McKinsey introduced the idea of a war for talent, yet mo

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问题    How much does talent actually matter? Nearly 20 years have passed since McKinsey introduced the idea of a war for talent, yet most organizations seem to struggle with their talent management practices. For example, a recent industry report by Deloitte based on over 2,500 leaders from 90 countries showed that most employers are ill-prepared to tackle key talent identification challenges.
   Furthermore, scholars have recently argued for a more collectivistic approach to talent management, suggesting that individual stars are less important than previously thought, and that overpaying them could harm team performance. 【R1】__________So should companies stop focusing on talent? Is talent overrated? Not quite. Consider the following facts:
   A few talented people make a huge difference. This is one of the most replicated findings in management research. In any organization or group, a few people will make a disproportionate contribution to the collective output. Around 20% of individuals are responsible for 80% of the output and vice versa.
   【R2】__________In all these areas 20% of individuals (or less) tend to account for between 80 and 98% of performance.
   Thus talented people—the vital few—are the main driver of a company’s success, and companies will see much higher returns on their investment if they devote more resources to the few people who are making a big difference, as opposed to trying to make the "trivial many" more productive.
   Talent is easy to measure and predict. 【R3】__________ Although most companies waste an enormous amount of time coming up with their own models of talent—a camel is a horse designed by a committee—they are overcomplicating things. They would be better off consulting the vast body of scientific evidence in this field.
   For instance, meta-analytic studies show that there are consistent personality attributes associated with top performers across all fields and industries. 【R4】__________
   However, the key component of ability is learnability or the capacity to learn new things—it is a function of IQ and curiosity. 【R5】__________ Finally, drive is the dispositional level of ambition—a person’s general desire to compete and the ability to remain dissatisfied with one’s achievements.
   In short, talent matters as much or even more than people think. It is arguably more underrated than overrated. The only aspect of talent that is overrated concerns people’s evaluations of their own talents—most people are not as talented as they think, especially when they have none.
   [A] The science of talent identification is at least 100 years old, and there are many reliable and legally defensible methods for identifying potential and predicting future displays of talent.
   [B] In fact, many people assume that a team of stars is especially hard to manage and more likely to lack "synergy," resulting instead in a collection of entitled and expensive prima donnas.
   [C] Likability is mainly about emotional intelligence and people-skills, and these are pivotal to success no matter what field you are in.
   [D] Most notably, the star organizational players tend to have higher levels of ability, likability, and drive. Ability is in part domain-specific as it involves the technical expertise and knowledge that people have acquired in a field.
   [E] The most effective method is interventions focused on helping people go against their nature, replacing toxic habits with more effective ones.
   [F] These studies also find that stable personality characteristics, such as neuroticism, extraversion, and conscientiousness, account for almost 50% of the measurable variability in motivation, which means any observable difference in people’s motivation can be largely predicted from a very early age.
   [G] This Pareto Effect has been found in virtually any domain of performance. As academic reviews have highlighted, a Pareto effect illustrates the distribution of scientific discoveries, publications, and citations; entrepreneurial success and innovation; and productivity rates.
【R2】
选项
答案G
解析 空格前讲人才的重要性，指出团队中20％的成员的产出占整个团队产出的80％；空格后再次用相似的百分比数值强调了人才的重要性，其中的In all these areas说明前文提及某些特定的领域，而空格前并没有涉及特定领域。故空格处应该会提到具体的领域。G中的Thin Pareto Effect可以指代空格前后提到的“少量人才的产出占了整个团队产出的绝大部分”这一现象。G又说到帕累托效应可以反映科学研究、创业和生产率等许多领域的人数与产出之间的比例关系，这些领域可以对应到空格后的all these areas，故选G。
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