When introducing talent management into the organization, the communication policy is always an issue on which management must decide. Any decision will have its pros and cons.

Full communication of the subject can cause discontent among employees who are excluded from the project. However, if the communication refers to the possibility of employees joining the process in the future, it establishes for them prospects of development and promotion.

In general, the degree of transparency on this issue will probably be similar to the level of transparency on other issues, since it depends on the corporate culture.

In any case, bear in mind that creating a distinction between different groups of employees in the organization is in direct conflict with the principles of equality and social justice.

A way to reduce tension on this issue is for the organization to practice transparency and to enact a strategy for talent management that clearly specifies the employee characteristics that are recognized as talent.

When policies are clear and transparent, you are more able to address the feelings of dissatisfaction among the employees who are not included in the plan, and the issue becomes less emotional.

In any case, the company should be prepared for such a process to cause a degree of discontent, and HR managers should be ready to deal with these feelings when the project is launched.

Based on experience, when a top talent management plan is launched, you should also be ready to address other groups of employees, such as employees and managers in core and key positions whom the organization is interested in retaining.

Expanding the number of participants in the plan appeases somewhat the feelings of dissatisfaction and places emphasis on motivating employees as part of an overall strategy of the company.