<?xml version="1.0" encoding="utf-8" standalone="yes"?><rss version="2.0" xmlns:atom="http://www.w3.org/2005/Atom"><channel><title>Talent on Rough Edges</title><link>https://roughedges.dev/tags/talent/</link><description>Recent content in Talent on Rough Edges</description><generator>Hugo</generator><language>en-us</language><lastBuildDate>Sun, 07 Jun 2026 00:00:00 -0400</lastBuildDate><atom:link href="https://roughedges.dev/tags/talent/index.xml" rel="self" type="application/rss+xml"/><item><title>Talent Assessment: The Signals You're Missing</title><link>https://roughedges.dev/posts/talent-assessment-beyond-the-metrics/</link><pubDate>Sun, 07 Jun 2026 00:00:00 -0400</pubDate><guid>https://roughedges.dev/posts/talent-assessment-beyond-the-metrics/</guid><description>&lt;p&gt;Deferring performance conversations does real organizational damage. Most managers know this and do it anyway, because the conversations are uncomfortable and the short-term cost of avoidance is invisible. A team that carries persistent underperformance quietly accumulates drag – on morale, on output, on the expectations of everyone watching. Acting on performance issues, and doing it with clarity and honesty, is one of the harder parts of the job that actually matters. On that, there&amp;rsquo;s no real argument.&lt;/p&gt;</description></item></channel></rss>