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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.【B16】________________________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.
    【B17】___________________
    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.【B18】_____________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.【B19】_____________
    However, the key component of ability is learnability or the capacity to learn new things—it is a
    function of IQ and curiosity.【B20】________________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.
【B16】
选项
答案B
解析 继上一段讲到很多公司挣扎于人才管理上，本段开头进一步指出学者认为给予有才华的人过高的工资会损害到团队的整体表现。空格后是两个问句，提问是否应该继续重视人才以及人才的价值是否被高估。从这两处的内容可以看出，本段主要是对人才的作用的否定，空格处也应该与此相关。B指出由一群才华出众的人组成的团队反而因各人缺乏协同而难以管理，与本段的主题契合。故B为答案。
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