The Portability of Talent: What You Need to Know

Author : Dr. Caroline Power, Principal, Canadian HR Academy

So, with regard to this article the question is — will a star performer who is hired from the competition continue to be a star with their new employer?

Acquiring “high-performance talent” is a core objective for hiring managers everywhere. Research is clear on the benefits of high performing workers — they contribute to profitability and they are a key source of competitive advantage.

But activating star performance is not as simple as it may seem. How can leaders increase the odds that stars will continue to perform well when they begin their new job?

Research has borne out that the portability of Talent is complex and that, in fact, Talent may not be as portable as stars, and the companies that woo them, may think. Two key variables for determining success with regard to the porting of Talent are (i) the culture of the new organization, and (ii) the capability-mix of the individual in whom the company has an interest.

As we reflect on our careers many of us can think of top Talent who were hired away from industry-leading organizations only to fail in their new role.

Prior to making recruitment and selection decisions, particularly executive-level ones, leaders need to think strategically about key elements of their company’s culture and the associated likelihood of successful outcomes when top external high-performers are brought on board. Similarly, top-performing professionals who are thinking of accepting roles with new employers should take the time to gain information about how work gets done within these workplaces and use it to assess the likelihood of their success when they navigate that change.

In the early 1960s economist Gary Becker identified two types of Human Capital capabilities: general, which have potential value to more than one employer, and company-specific, which are useful to a single employer only.

General Human Capital capabilities raise portability and company-specific ones erode it. Human Capital capabilities ordered from most to least portable are General Management (skills, knowledge and traits required to lead entire organizations, units or divisions), Strategic (specific experience in cost cutting, driving growth, rightsizing, and so on), Industry-Specific (skills and training useful in one industry but not in others), Relationship (interpersonal relationships within a company), and Company-Specific (knowledge of an organization’s routines and procedures).

To assess portability of a candidate for success in a particular role, company leaders are best to gain clarity on the following questions:

  • Does the role rely extensively on teamwork?
  • To what degree will the candidate require sponsorship or buy-in from colleagues in order to be effective?
  • To what degree will the person be engaged in knowledge-sharing?
  • To what degree does the role require that the person be reliant complementary functions or departments?
  • Is the role primarily engaged in external relationships with customers, suppliers, partners, or others?
  • Does much of the value of the role come from unique capabilities, team building, an understanding of workplace culture or other intangible qualities?

The insights gained from answers to the above questions can be used to determine what proportion of the star’s capability-mix is generic and what proportion is company-specific.

Candidates with more generic leadership capabilities will be better able to port their Talent across from one organization to another, unlike those with more company-specific capabilities. However, if the company with that new job is very similar, in terms of organizational culture, to the one that the candidate is about to leave, then porting their Talent has a higher likelihood of success.


The Certified Talent Management Practitioner (CTMP) Program equips all attendees with a wealth of knowledge to help them find, select, advance, and keep the best employees.  

Join Canadian HR Academy  in-person in Calgary (our first in-person offering since the pandemic) on May 15-16, 2024 to pick up game-changing strategies and tactics, all pertaining to Talent Management.  Register now! 


The views and opinions expressed in this blog post belong solely to the original author(s) and do not necessarily represent the views and opinions of CPHR Alberta.



By Jessica Jaithoo August 26, 2025
Author : Veronica Flores, CPHR, Wood Buffalo Chapter In the fast-paced world of HR, we often talk about unconscious bias, diversity, and inclusion. But one subtle form of bias that continues to shape workplace dynamics, often without us realizing it, is the halo effect . The halo effect, as outlined in Canadian Organizational Behaviour by McShane, Steen, and Tasa, is a perceptual bias where our overall impression of someone, often shaped by a single trait, influences how we judge their other qualities. I experienced the halo effect in a way that has stayed with me ever since. As someone who immigrated to Canada from a vibrant Latino community, I brought with me not only my culture and language but also a strong set of personal values: dedication to excellence, deep respect for others, and a belief in the power of organization and continuous improvement. Over the years, I've built a life in Canada and grown professionally. One thing my colleagues quickly noticed? I’m extremely organized—my files are color-coded, I like to automate tasks and improve processes, and I genuinely believe that a tidy environment leads to a clear mind. But one day, that very strength—my love for order—became the only lens through which someone saw me, and not in the way I expected. Our team was switching workstations, and I noticed a new coworker, someone from a different cultural background, standing near their new desk, not quite settling in. I casually asked if they had moved in yet, and they replied, “I’m just waiting for you to clean it first.”  At first, I laughed, thinking it was a joke. But their expression stayed serious. That’s when it hit me: they had assumed I was there to clean their desk. Why? Because I’m Latina? Because I’m tidy? Because I was organizing my own space? I simply showed them where the cleaning supplies were and walked away. But the moment stayed with me, not just because it was uncomfortable, but because it revealed something deeper about how we perceive each other at work. Later, I opened up to another coworker about what had happened. She shared a story of her own: because she is from China, a colleague once asked her to perform acupuncture or massage their neck, assuming she must know traditional Chinese medicine. She was just as stunned as I had been. These assumptions weren’t rooted in malice, but they were rooted in stereotypes. And they show how the halo effect, when combined with cultural bias, can lead to reductive and even offensive conclusions. The Hidden Cost of Snap Judgments The halo effect doesn’t always manifest in such overt ways. Sometimes, it’s as subtle as assuming a soft-spoken employee lacks leadership potential or that someone who struggles with English isn’t as intelligent. These assumptions can influence hiring decisions, performance evaluations, and even day-to-day interactions. For HR professionals, the implications are significant. When we allow the halo effect to guide our perceptions, we risk reinforcing stereotypes and limiting opportunities for others. Worse, we may unknowingly create environments where people feel unseen or misjudged. Strategies to Counter the Halo Effect Here are a few practical ways HR professionals can help reduce the impact of the halo effect in their organizations: Get to know people beyond the surface. Take time to learn about your coworkers’ skills, experiences, and goals. Be mindful of cultural assumptions. Just because someone is from a particular background doesn’t mean they fit a cultural stereotype. Create space for conversations. Sharing stories, like the ones my coworker and I exchanged, can build empathy and awareness. Focus on inclusion, not just diversity. It’s not enough to have different people in the room. We need to ensure everyone is seen and valued for who they truly are. The halo effect reminds us that perception is powerful, but not always accurate. That day in the office reminded me that even positive traits can be misinterpreted when viewed through the wrong lens. And that inclusion means more than just being present; it means being seen clearly. So, as an HR professional, ask yourself: Are you seeing your coworkers for who they really are, or just through the halo of a single trait?
By Jessica Jaithoo August 8, 2025
Author : Nicole Mahieux, Nick Canning & Kendal Tremblay Mental health is increasingly recognized as a cornerstone of employee well-being, business resilience and community strength. For HR professionals, supporting mental health is no longer optional—it’s imperative. While conversations around mental health have gained traction in many industries, one critical sector still faces unique and persistent challenges: agriculture. Farmers and agricultural workers play a vital role in food production and national food security. Yet they are among the most vulnerable when it comes to mental health struggles. In fact, they experience some of the highest rates of stress, anxiety, depression—and even suicide. This is not just a personal issue. It's a workforce issue. It's a public health issue. It's a business issue. There are a range of compounding pressures makes farming one of the most mentally taxing professions.  These include: 1.Financial Stress & Unpredictability Unstable markets, weather-dependent outcomes, and shifting government policies contribute to a constant sense of economic uncertainty. 2. Isolation Many farmers work alone and live in rural areas where access to social support is limited. Social isolation increases vulnerability to mental health concerns. 3. Stigma Although mental health stigma is slowly decreasing, it remains a barrier—especially among men, who represent 74% of the agricultural workforce. Traditional gender norms often discourage open conversations or help-seeking.
By Jessica Jaithoo August 7, 2025
As a proud participant in the Glowing Hearts program , CPHR Alberta continues to champion the value that Canadian Armed Forces reservists bring to our workplaces. Since joining the program, we’ve seen firsthand how supporting reservists not only strengthens our communities but also enhances organizational resilience and leadership. The Value of Reservists in the Workplace Reservists are more than military personnel—they are strategic thinkers, adaptable leaders, and skilled collaborators. Their training equips them with discipline, problem-solving abilities, and a mission-focused mindset that translates seamlessly into civilian roles. Captain McKenzie Kibler of The Loyal Edmonton Regiment exemplifies this. In a recent deployment on Operation REASSURANCE, he developed leadership and operational skills that now enrich his civilian career. Watch his story here. Support, Recognition, and Incentives for Employers Supporting reservists doesn’t mean sacrificing business continuity—in fact, it opens the door to meaningful recognition and financial support. Through the Compensation for Employers of Reservists Program (CERP) , employers can receive grants to help offset operational costs when a reservist-employee is away for 30 days or more. At the same time, organizations that register their reservist leave policies with the Glowing Hearts program are publicly recognized on the Canadian Forces Liaison Council website and receive a certificate of support and digital badge. These benefits not only ease the logistical challenges of supporting reservists but also position your organization as a leader in community engagement and national service. Tools and Templates for HR Leaders To make it easier for organizations to support reservists, CPHR Alberta offers a Reservist Leave Policy Template. This resource outlines eligibility, leave procedures, compensation, and compliance with federal and provincial legislation—making it simple to implement a supportive policy. Access the template through the Member Portal.
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