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Most high potential programmes struggle to deliver positive ROI; around 50% of HR professionals doubt the effectiveness of their high potential programmes. Whether you are focused on achieving results through operational excellence, harnessing the benefits of innovation, or changing sales behaviours, the extent of your organisation’s transformational performance is ultimately driven by the potential of the people that make up your workforce. The session will explore the attributes that are proven to define high potential. He will also share compelling insights that will reorient how you manage and measure your talent to help you unlock potential and achieve breakthrough performance. Eugene Burke, Chief Science & Analytics Officer, CEB
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Predicting
Leadership
Potential Designing Strategies for
Identifying and Developing
High-Potential
Eugene Burke
Chief Science & Analytics Officer
© 2014 CEB. All rights reserved. 2
A couple of questions from the CFO
“Are the right investments being made?
What are the returns we can expect?”
“How do you measure the returns on investments
today when they are building future capabilities?”
© 2014 CEB. All rights reserved. 3
The wise CFO and the law of 2’s
© 2014 CEB. All rights reserved. 4
Three critical questions
Aspiration - Will they get there?
Ability - Will they be effective?
Engagement - Will they be with you?
© 2014 CEB. All rights reserved. 5
Aspiration & motivation
© 2014 CEB. All rights reserved. 6
Aspiration & outcomes
10 : 1
Against
© 2014 CEB. All rights reserved. 7
Ability & effectiveness
10 : 1
Against
1 : 1
Evens
12 : 1
In Favor
3 : 1
Against
3 : 1
In Favor
© 2014 CEB. All rights reserved. 8
Building a clearer framework
11x more likely to get there 12x more likely to be effective
© 2014 CEB. All rights reserved. 9
Engagement & intent to stay
They value their current role and find it interesting and energizing
They are committed to their team’s overall performance
Their current role enables them to achieve their immediate career goals
The organization will enable them to achieve their longer-term career goals
The organization’s vision and values tells them this is a good place to work
They make a strong contribution outside their normal role and work team
Low Moderate High
5 : 1
they will leave
within 1 year
1 : 1 (evens)
they will stay
for 5 years
3 : 1
they will stay
for 10 years
© 2014 CEB. All rights reserved. 10
Back to the wise CFO
Will they get
there? Will they be
effective? Will they be
with us?
© 2014 CEB. All rights reserved. 11
A different type of conversation …
Here’s how we have major risks to our
development investments covered
Here’s how we have built the flexibility to
meet future talent needs
Here’s how we have built in a win-win in
driving diversity and managing talent supply
Thank you
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