Did you feel your boss is not allowing you to apply for new roles in the companies? Did you follow your manager to their next assignment, yet you think you haven’t grown. If yes, you may have been a victim of TALENT HOARDING.
In today’s dynamic world of work, where agility, innovation, and cross-functional collaboration are crucial, talent must flow freely across the organization. Yet, a subtle but damaging managerial behavior continues to undermine growth: talent hoarding. Often, talent is treated more as a personal possession than an organizational resource. This mindset, though common, limits both individual development and business success.
WHAT IS TALENT HOARDING?:
Talent hoarding occurs when managers intentionally retain high-performing employees within their teams by blocking internal opportunities for advancement and promotion. This may stem from a fear of losing star performers, concerns about team disruption, or insecurity over potential replacements. though seemingly logical in the short term, the long-term consequences of this behavior are counterproductive. talent hoarding isn’t always overt. It often manifests subtly: A manager praises a team member but never nominates them for cross-functional projects; an employee is told “it’s not the right time” when exploring roles in other departments; internal applications are discouraged; or managers create roadblocks post-selection. These behaviors send a silent message: YOUR GROWTH IS LIMITED TO MY AGENDA.
High-potential individuals thrive on growth, learning, and making a positive impact. Blocking internal movement breeds frustration, disengagement, and eventually attrition — not just from the team, but from the organization.
At the enterprise level, hoarding disrupts succession planning, stifles innovation and creates skill gaps across various functions. Teams become territorial, and managers act in silos — prioritizing self-interest over shared goals.
To break the talent dam, top leadership must enable and endorse talent flow across the organization. Here’s how:
CELEBRATE TALENT EXPORTERS:
Publicly recognize managers who develop and export talent. Showcase their success stories to inspire others.
PROMOTE SHARED TALENT OWNERSHIP:
Reinforce that talent belongs to the organization, not to individual managers. Make a mobility a shared responsibility.
STRENGTHEN SUCCESSION PLANNING:
Ensure leader builds a talent pipeline. Developing future ready teams must be a leadership priority, not just an HR initiative.
COACH OR CONFRONT:
Hoarders: Address hoarding directly in performance reviews. Help managers understand the broader impact and offer tools to mitigate short-term disruption.
BUILD INTERNATL MARKETPLACES:
Create transparent platforms for internal job and project opportunities — train managers to support, not obstruct, this movement.
Here’s the paradox: when employees feel they can grow within the organization, they’re more likely to stay. But when growth is blocked, they leave — regardless of pay or perks. Talent hoarding reflects a fixed mindset: the future demands talent stewardship. When managers stop hoarding and start exporting, everyone wins — individuals, teams , and the business. Let talent move. Let people grow. And watch your organization thrive.
