‘Potential’ in the Singaporean public sector: a peculiar caveat to agile talent management?
基于57次访谈，研究新加坡公共部门如何定义和运用“潜力”，发现其在入职第一年就确定员工潜力且不再更新，这限制了其他员工的机会并削弱了组织敏捷性。
Talent management has been recognised as a central human resource strategy in organisations. However, considerable debate remains regarding its implementation, and organisations often struggle to communicate the meaning of ‘potential’. Drawing on the ability–motivation–opportunity (AMO) framework, we examine the meaning and implementation of potential in the Singaporean public sector. Using a qualitative research design based on 57 interviews conducted in two organisations, we find that, contrary to common approaches to potential, these organisations tend to identify employees’ potential within the first year of employment and do not revisit this status as careers unfold. This early designation of potential significantly shapes access to AMO-enhancing practices. Such an approach is problematic because it limits other employees’ opportunities to attain potential status and may undermine organisational agility in talent management. We highlight the temporal paradox inherent in potential designation and argue for the adoption of a temporal lens that shifts from fixed to more fluid designations of individuals.