Beyond Succession Charts And Into Strategy

Having spent nearly three decades in Human Resources, one might assume that talent management has always been second nature to me. In truth, it was a capability I developed over time through experience, not formal education. Despite specializing in Human Resources during both my undergraduate and MBA programs, the concept of talent management was conspicuously absent from the curriculum. We studied organizational behavior, labor law, compensation, and training, but the strategic orchestration of talent simply wasn’t part of the conversation. Understandably so, three decades ago, the idea of people as a strategic resource was still in its infancy.

My first real exposure to structured talent management came in 1998 at GE Industrial Systems, where I encountered the company’s renowned Session C process. This biannual, highly disciplined approach evaluated employees through two key lenses: performance and potential, all while ensuring alignment with the company’s culture. Central to this process was the 20-70-10 model, also known as the “vitality curve.” It segmented employees into three categories: the top 20% were recognized as high performers and trained for leadership roles; the middle 70% formed the core workforce, receiving support and development to sustain performance; and the

bottom 10% were identified as underperformers, often facing difficult decisions such as reassignment or exit. While the model has since sparked debate, at the time it brought clarity and rigor to talent decisions. Interestingly, I observed that many individuals who exited under this model went on to thrive in other environments, highlighting that performance is often a matter of fit, not just capability.

Later, at Citibank, I had the opportunity to lead the talent management process for my business unit. With full autonomy, I personally engaged with every senior leader, built comprehensive talent profiles, and facilitated succession planning conversations with business heads. It was a hands-on, deeply immersive experience that shaped my philosophy on leadership development.

When I joined Midland Credit Management, an Encore Capital Group Company, over 11 years ago, I was entrusted with building our talent management function from the ground up. What began as a one-person team evolved into a dedicated department, supporting a robust, enterprise-wide framework for biannual talent reviews and succession planning. We institutionalized the process, trained our Director+ leaders, and embedded it into the organizational fabric. Eventually, we automated the entire workflow through Workday, enabling real-time insights and data-driven decisions.

Talent management, at its core, is about understanding people not just their capabilities, but their aspirations, motivations, and potential

This journey has been profoundly enriching. Talent management, at its core, is about understanding people not just their capabilities, but their aspirations, motivations, and potential. One of the most eye-opening realizations has been how often leaders make assumptions about their team members’ career goals. Many high-potential individuals were being prepared for roles they didn’t actually aspire to, underlining the importance of dialogue, not just data.

A well-designed talent management process does more than fill succession charts. It ensures business continuity, mitigates people risk, and aligns individual growth with organizational strategy. It’s about building a leadership pipeline that’s not only ready for today’s challenges but also resilient for tomorrow’s opportunities. At Midland Credit Management, our commitment to growing from within is more than a philosophy— it’s a practice, and our talent management framework is the engine that powers it.