Applying the sigmoid curve to talent management: a framework for sustaining high-potential status

Purpose This paper aims to propose the application of the sigmoid curve philosophy to talent management practices as a strategic framework for maintaining the effectiveness of talent pools and reducing the attrition of high-potential employees in large organizations. Design/methodology/approach Drawing on findings from a qualitative study of talent management practices in 22 large Indian business organizations and the established sigmoid curve model from strategic management, this conceptual paper develops a framework for evaluating talent life cycle stages and implementing timely talent development interventions. Findings Organizations reset talent pools annually, treating talent status as impermanent and subject to continuous evaluation. Most talent reach a stage of plateau in their career. The sigmoid curve framework enables talent managers to initiate second learning curves to sustain talent status. Research limitations/implications The framework is conceptual and derived from Indian organizational contexts. Future empirical research should test the effectiveness of sigmoid curve–based interventions across different industries and cultural contexts. Practical implications Talent managers should be trained to identify where employees are positioned on their personal S-curve (Learning, Growth or Plateau/Decline phases) and implement customized development plans accordingly. Acting at the optimal point – before decline sets in but after sufficient learning has occurred – maximizes return on talent development investments. Originality/value This paper addresses the high costs and risks associated with talent pool volatility by introducing a proactive, life cycle–based approach to sustain talent status.