The Talent Euphemism

For a long time I had wanted to write about the use of the word "talent," and I have finally dared to do so. Over the course of this century, the term has become widely used to refer to successful people — or those with the potential to become so — within organizations. In my very personal opinion, which will not be welcomed by many, this has evolved into a "flattering euphemism" that can cause us to lose sight of what truly matters: the person.

Distinguishing between content and container is an intellectual exercise that can be quite simple or remarkably difficult when personal interests are at play. I use "personal interests" in the best sense of the term — it is not inherently wrong to have them — but I raise it because we cannot deny that being called a "talent" is undeniably flattering.

Content versus Container

It is a positive, explicit, differentiating, and elitist label — difficult to resist or reject. Looking back through history, I hope I am not overstating the comparison when I draw a parallel to the way Karl Marx focused much of his theory on labor power — the content or "talent" of the 19th century — rather than on the people themselves: the so-called proletarians, whose only path to social mobility was through their descendants.

Even knowing that my view will not be entirely welcome, I believe that the use of the word "talent" can distract us from what is most important: the human dimension of our collaborators — their own interests and desires, aspirations and motivations, their diverse and complex personalities. When we think of each person primarily in terms of their content, their skills, or their "talent," we are prioritizing what companies appear to value and strive to develop over the person themselves.

"The use of the word 'talent' can distract us from what is most important: the human dimension of our collaborators — their own interests and desires, their aspirations and motivations, their diverse and complex personalities."

The Euphemisms in Our Culture

You may be thinking, dear reader, that this is a sterile, theoretical, and largely semantic discussion. I invite you to reflect on some euphemisms very typical of our own culture — ones that, while not as globally widespread as the word "talent," can help us contextualize the issue more concretely.

In Peru, euphemisms often go unnoticed. For example, one does not die — one "passes away." One is not drunk — one is "dizzy." One is not sick — one is "delicate." One does not commit a crime — one makes "an error." One is not fired — one "reaches an agreement" with their employer. One is not looking for a job — one is "reinserting" oneself. And the cruelest euphemism of all: a domestic abuser does not assault his partner — he "raises his hand."

I then wonder: in an environment like ours, where euphemisms are so common, accepted, and even appreciated, has the word "talent" taken deeper root here than elsewhere? How else can we explain the ease with which the traditional Human Resources department has been rebranded — elegantly, ironically — as "Talent Management," once again placing the focus on content rather than container?

Is There Any Other Kind of Talent in a Company?

Have you come across "Human Talent" departments, dear reader? If it sounds familiar, allow me to ask: is there any other kind of talent in a company? I will spare further commentary to avoid offending anyone.

I believe that by placing talent ahead of the person — and compounding it with the unproductive use of embellishment in language — we inadvertently create the very conditions that make it harder to attract and retain those who will make the difference: people who want to thrive alongside us, aligned in interests, motivators, values, and what we call company culture.

The Real Scarcity of Successful People

Much is written and said about a supposed scarcity of "talent," as well as about the difficulty of attracting and retaining such people. On the contrary — through my ongoing engagement with executive search — I respectfully disagree. We do find talented and successful people who are open to hearing about new long-term opportunities, provided the role and culture enrich them not only materially, but also personally… before "talent-wise," I would add.

In the end, it is often more difficult for us to propose a position that exceeds candidates' expectations — beyond the material ones — than it is to match what they already occupy successfully. And that attraction to the container rather than the content is precisely what I believe we should revisit, as business leaders and employers, focusing on people before their talents if we want to succeed in attracting them.

Originally published in Diario Gestión, November 22, 2022. Armando Cavero is Managing Partner of Top Search Peru, InterSearch Worldwide representative in Peru.