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Talent Hoarding in Organizations

Author

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  • Ingrid Haegele

Abstract

Most organizations rely on managers to identify talented workers. However, managers who are evaluated on team performance have an incentive to hoard workers. This study provides the first empirical evidence of talent hoarding using personnel records and survey evidence from a large firm. Talent hoarding is self-reported by three-fourths of managers, is detectable in manager ratings of worker talent, and occurs more frequently under stronger hoarding incentives, proxied by performance-related pay, team size, and talent visibility. Using quasi-random exposure to talent hoarding, I show that hoarding deters internal job applications, inhibiting career progression and altering talent allocation in the firm.

Suggested Citation

  • Ingrid Haegele, 2026. "Talent Hoarding in Organizations," American Economic Review, American Economic Association, vol. 116(8), pages 3110-3151, August.
    • Handle: RePEc:aea:aecrev:v:116:y:2026:i:8:p:3110-51
    DOI: 10.1257/aer.20220264
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    More about this item

    JEL classification:

    • D22 - Microeconomics - - Production and Organizations - - - Firm Behavior: Empirical Analysis
    • J23 - Labor and Demographic Economics - - Demand and Supply of Labor - - - Labor Demand
    • L60 - Industrial Organization - - Industry Studies: Manufacturing - - - General
    • M12 - Business Administration and Business Economics; Marketing; Accounting; Personnel Economics - - Business Administration - - - Personnel Management; Executives; Executive Compensation
    • M51 - Business Administration and Business Economics; Marketing; Accounting; Personnel Economics - - Personnel Economics - - - Firm Employment Decisions; Promotions
    • M54 - Business Administration and Business Economics; Marketing; Accounting; Personnel Economics - - Personnel Economics - - - Labor Management

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