The discipline of talent management – how do you win the war for talent acquisition, performance and retention – isn’t new but there are fresh ways of chipping away at this challenge. The latest complimentary white paper from the talent management experts at PageUp People examines the neuroscience of talent management – what science is uncovering about the brain that can assist with managing talent.

“The impact will be profound,” said Sylvia Vorhauser-Smith, author of the newly released whitepaper: The Neuroscience of Talent Management, “and not just in the area of leadership, culture and engagement, although these are key.” Vorhauser-Smith, the general manager, Integrated Talent Management at PageUp People noted that the sciences are casting a new light on how we think about cognition and behaviour. “For example, recent studies are showing the immense plasticity of the brain, that is, its ability to change and regenerate cells. Importantly, this has been proven to be a life-long phenomenon, not something that shuts down in our twenties.”

Brain anatomy and structure are also providing useful data on cognitive capacity and functioning. “There’s a limit to how much new information we can handle each day, how many complex decisions we can make without compromising quality and how effective we can be under stress,” commented Vorhauser-Smith. “Most executives are pushed pretty hard, with tough workloads and long days. The emerging research is showing that operating under constant stress disturbs the delicate balance of brain chemicals, shuts down our creative and analytical minds and makes us prone to reactive judgments and decisions that are safe and predictable.”

Neuroscience findings are also highly relevant in the area of organizational development and culture. “I can’t think of a PageUp People client of that isn’t focused on increasing employee engagement. It’s the number one goal for many OD and Talent Managers because of its tight correlation with productivity and performance. Engaging employees has everything to do with making strong connections between employees, leaders, the goals and culture of an organisation.”

“In many ways, the leadership bar has been raised again,” continued Vorhauser-Smith. Neuroscience makes really clear the positive and negative effects leadership style and communication can have in the workplace. “In their position of power, leaders have some potent tools at their disposal that can work to create environments in which employees thrive and shine, but also in which they feel threatened and fearful. Leaders really need to understand human functioning better if they are serious about motivating teams and helping individuals reach their potential.”

The PageUp People whitepaper titled The Neuroscience of Talent Management: Insights into Unleashing Workplace Potential can be obtained by contacting PageUp People. The PageUp People Blog on The Neuroscience of Talent Management can be accessed at