Consistently hit goals! Met deadlines! Did great work!
Performance Always two steps ahead! Embody core values! Earned
respect! potential
Slide 3
Managing High Potentials
Slide 4
Identify high potentials Performance vs. potentials Agenda
Slide 5
20% About or less high performing managers are also high
potential leaders A high potential is an employee who can advance
in two or more positions over the next 3-5 years.
Slide 6
Should we objectively separate the judgment of performance from
potential? YES! not every high performer WANTS to climb the leader
ladder not every high performer CAN climb the leader ladder I dont
really want to climb the leader ladder Im good at what I do, so why
bother changing? Past performance is NOT the best predictor of
future performance in significantly different situations.
Slide 7
Potential VS. Performance The dimensionHow it is defined
Performance Level of success in current role. Demonstration of
competencies for current role. Potential Capacity to become a
successful senior leader. Likelihood of developing competencies
required at senior leader level Potential = existing in
possibility; capable of development into actuality
Slide 8
How do We Assess Each Marker of Potential?
Slide 9
The four factors of high potentials: Drive to excel Catalytic
learning capability Enterprising spirit Dynamic sensors ability
engagement aspiration
Slide 10
Whats the Best Method to Assess Potential? Personality Tests
Cognitive Tests Assessment Centers Past Experiences Supervisor
Ratings Interviews 360-degree Feedback
Slide 11
What does Best Mean? Measures Leadership Potential Valid To
Managers and Applicants Acceptable Time and Money Feasible
Slide 12
Should we notify employees when they have been identified as a
high potential?
Slide 13
You have your choices! But make sure you communicate your
strategy!
Slide 14
Results in a higher retention rate of High Potentials Increases
the ability to provide development resources & programs to High
Potentials Results in a greater transparency to career development
to motivate employee Increases the ability to create & execute
cross- functional career moves for High Potentials Reduces concern
regarding morale issues of employees not currently identified as
High Potentials Promotes an environment that all employees are
expected to be high performers Eliminate the cost & time
required to provide focused development opportunities for High
Potentials Emphasizes the development strategy that each manager is
responsible for providing on-the-job development
