When employers involve frontline managers in the talent management process, it often results in improved market performance, says Jay Jamrog, senior vice president of research of Institute for Corporate Productivity.

Based on recent research by i4cp, top market performance is defined by those companies in the top quartile of revenue growth, market share, profitability and customer satisfaction, and 42 percent of high-performing employers have their frontline managers highly involved in leadership development while only 14 percent of low-performing employers do the same. High-performing companies are also twice as likely to bring in frontline managers for career and employee development as well as high-potential employee development.

Despite the correlation between talent management and market performance, few employers have their frontline managers involved in the process, Jamrog says. Often, frontline managers do not have the skills to manage human capital, which is why many employers fail to involve frontline managers in the talent management process. While frontline managers are responsible for managing employees on a daily basis, many are not receiving the proper training. Rather than taking on those skills, frontline managers are pushing talent management to the human resources department.