{"id":862,"date":"2008-03-10T01:00:01","date_gmt":"2008-03-10T09:00:01","guid":{"rendered":"https:\/\/systematichr.com\/?p=862"},"modified":"2008-03-10T01:00:16","modified_gmt":"2008-03-10T09:00:16","slug":"how-do-you-identify-high-potential-employees","status":"publish","type":"post","link":"https:\/\/systematichr.com\/?p=862","title":{"rendered":"How Do You Identify High Potential Employees?"},"content":{"rendered":"

The Institute for Corporate Productivity<\/a> (is there an institute for everything?) recently conducted a study on high potential employees and the practices of organizations around them.<\/p>\n

If you want to be groomed for a leadership position, then it pays to be viewed as a “high-potential” employee, or “HiPo,” for short, according to a recent study conducted by the Institute for Corporate Productivity (i4cp). The study found that 69% of the 469 responding organizations have a high-potential assessment process in place, and most of those organizations (70%) say that a development plan is part of that process.<\/p>\n

“Employees who want new development opportunities would do well to try to convince their organizations that they’re packed with potential,” says i4cp Senior VP of Research Jay Jamrog. “That’s where companies focus a lot of their attention and resources.”<\/p>\n

The survey also found, however, that organizations are much less diligent about measuring the effectiveness of their HiPo assessment programs. A little fewer than half (47%) of those with such programs said they track the effectiveness of their assessment process.<\/p><\/blockquote>\n

I\u2019m frankly not surprised by the finding that 70% of organizations have a way to assess their high potential employees.\u00a0 I\u2019m also certain that the vast majority of this is an e-mail that goes out to managers telling them to identify the HiPo\u2019s so they can be placed in a development program, which may be a set of lunches over the year.\u00a0 Obviously, my opinion is pretty negative here.\u00a0 Real employee development plans are as few and far between as real performance review programs.\u00a0 They are put in place for the sake of appearances, and not measured or invested in.<\/p>\n

The identification if HiPo\u2019s is not just gathering the best performance scores in the organization and collecting those people together.\u00a0 Often, quantitative performance metrics are not enough because subjective factors such as the ability to network, the art of persuasion, engagement, innovating thinking and leadership capacity should also be part of the mix.\u00a0 You just don\u2019t get all of these from a performance review.<\/p>\n

My opinion also includes a guess as to how most employee development happens.\u00a0 In the same way, a manager identifies a HiPo employee, but rather than HR providing a structure around how to formulate a development plan, the manager becomes a mentor.\u00a0 Once you have found out what all the components of a HiPo is, and you\u2019ve identified your candidates, you need to realize that the mentorship relationship is one of the strongest vehicles you have.\u00a0 Developing not only a mentorship network, but also coaching mentors has got to be part of the HiPo program.\u00a0 This is of course hit and miss because some managers have no desire to groom their replacement, and other managers have no business trying to be mentors.\u00a0 However, my point is that on the few occasions that employee development works, its\u2019 not because of the development program, but instead because of the informal mentoring relationships, and the key is to figure out how to formalize them.<\/p>\n","protected":false},"excerpt":{"rendered":"

The Institute for Corporate Productivity (is there an institute for everything?) recently conducted a study on high potential employees and the practices of organizations around them. If you want to be groomed for a leadership position, then it pays to…<\/p>\n","protected":false},"author":1,"featured_media":0,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_coblocks_attr":"","_coblocks_dimensions":"","_coblocks_responsive_height":"","_coblocks_accordion_ie_support":"","footnotes":""},"categories":[47,8,20,16],"tags":[],"class_list":["post-862","post","type-post","status-publish","format-standard","hentry","category-governance","category-strategies","category-talent-management","category-workforce-planning"],"_links":{"self":[{"href":"https:\/\/systematichr.com\/index.php?rest_route=\/wp\/v2\/posts\/862","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/systematichr.com\/index.php?rest_route=\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/systematichr.com\/index.php?rest_route=\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/systematichr.com\/index.php?rest_route=\/wp\/v2\/users\/1"}],"replies":[{"embeddable":true,"href":"https:\/\/systematichr.com\/index.php?rest_route=%2Fwp%2Fv2%2Fcomments&post=862"}],"version-history":[{"count":0,"href":"https:\/\/systematichr.com\/index.php?rest_route=\/wp\/v2\/posts\/862\/revisions"}],"wp:attachment":[{"href":"https:\/\/systematichr.com\/index.php?rest_route=%2Fwp%2Fv2%2Fmedia&parent=862"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/systematichr.com\/index.php?rest_route=%2Fwp%2Fv2%2Fcategories&post=862"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/systematichr.com\/index.php?rest_route=%2Fwp%2Fv2%2Ftags&post=862"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}