Due to the centrality of line managers’ role in the talent identification process, this qualitative study aims to determine what effective and non‐effective talent spotters do differently from one another in relation with an ‘ideal’ talent identification model offered by the literature. A double‐blind design was applied to the sample designated by the Corporate Talent Management Director of a Latin American multinational firm. 20 senior and middle managers, some effective and some others non‐effective, who work in different countries, participated in the study. Findings show that effective talent spotters perform three key stages of the talent identification model and they do it extremely well: differentiation of potential from performance, matching process and design of developmental challenges. The clear differentiation of potential from performance constitutes the crucial stage since a fuzzy differentiation taints the following stages. Not only is it necessary to perform these key stages but they should be executed in line with the principles of the talent management literature. Recommendations for practice, including specific guidelines for Talent Managers are proposed.

中文翻译：

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注意差距：直属经理是有效的或无效的人才发现者

由于直线经理在人才识别过程中的核心作用，这项定性研究的目的是确定有效和无效人才发现者在与文献提供的“理想”人才识别模型之间的不同之处。将双盲设计应用于拉丁美洲一家跨国公司的公司人才管理总监指定的样本。在不同国家工作的20位高级和中级管理人员（有些是有效的，有些是无效的）参加了研究。研究结果表明，有效的人才发现者执行人才识别模型的三个关键阶段，并且表现出色：将潜力与绩效区分开来，匹配流程以及发展挑战的设计。潜力与绩效的明显区分构成了关键阶段，因为模糊区分影响了以下阶段。不仅有必要执行这些关键阶段，而且还应按照人才管理文献的原则执行它们。提出了实践建议，包括针对人才管理者的具体指南。