- Claudette Banks, Director, Workforce Strategy, MPAC
- Karen Henry, Manager, Learning and Development, MPAC
- Kelly MacCarl, Human Resources Consultant, Grey Bruce Health Services
- Elaine Moore, Global HR, Arizona Chemical
- Ayiri Harrison, L&D Specialist, Info-Tech Research Group
- Fred Schuneman, HR Manager, King County
- Anonymous, HR Business Partner
- Dr. Kenneth De Muese, Principal and President, Wisconsin Management Group
- Jane Watson, HR professional and writer, TalentVanguard.com
- Nicky Dries, Assistant Professor, Faculty of Economics and Business, KU Leuven
- Len Karakowsky, Professor, School of HR Management, York University
- Igor Kotlyar, Professor, Faculty of Business and Information Technology, University of Ontario Institute of Technology
- The labor market has shifted to favor employees, especially high-potential talent, and employees are not staying with organizations as long as they once did, creating a competitive labor market.
- If not carefully planned and communicated, high-potential (HiPo) programs can be viewed as exclusive, with organizations running the risk of disengaging employees who are not part of the program.
- Organizations are becoming flatter with bigger cohorts at each organizational tier, making ongoing HiPo development both more challenging and more critical.
- Program implementers must openly and honestly communicate the details of their HiPo program to the entire organization. The level of communication acts as a check to ensure that the process for selecting HiPos is fair, helps curtail disengagement, and builds support for the program.
- Communicate the value of lateral moves to HiPos and develop them for both lateral and vertical career moves to ensure they are continually challenged and recognized.
Impact and Result
- Implementing a HiPo program will help you retain your top talent, providing you with a competitive advantage that drives organizational success.
- Use systematic criteria to assess for high potential and ensure your selection process is fair and accurate. This increases the perception and reality of fairness and the credibility of the program throughout your organization.
- Take an experiential learning first approach to development. Accelerate development by having high-potential employees address real business issues to build organizational awareness of the program and improve HiPo visibility among senior leaders.
- Being selected for a HiPo program can increase pressure on the individual due to increased expectations. Take efforts to reduce stress and burnout among your high-potential employees to avoid developing another organization’s future leaders.
This guided implementation is an eight call advisory process.
Guided Implementation #1 - Define the framework of your program
Call #1 - Review your established HiPo program goals.
Call #2 - Plan next steps for your high potentials after the program concludes.
Guided Implementation #2 - Identify HiPos and communicate to your organization
Call #1 - Review your 9-Box assessment technique or alternate method.
Call #2 - Prepare to provide managers with training on how to navigate difficult conversations.
Guided Implementation #3 - Establish key competencies and assess current levels
Call #1 - Evaluate the competencies your organization has selected.
Guided Implementation #4 - Determine effective development opportunities
Call #1 - Review proposed development activities and learning plans.
Guided Implementation #5 - Implement and manage HiPo engagement