Develop an Impactful High-Potential Program
A high-potential program is greater than the sum of its parts.
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Contributors
- Bob Bilsborough, Chief Human Resources Officer, SKYGEN
- Sara Canaday, Leadership Keynote Speaker, Award-winning Author and Consultant, Sara Canaday & Associates
- Reagan Carnegie, Senior Director, Culture and Learning, Finastra
- Mark Dickinson, Global Head/VP of Human Resources, Phillips Medical Systems
- Lisa Downs, President Owner, New Aspect Coaching
- Frederick Dubose, Executive Talent Acquisition Officer, Houston Airport Services
- Adam Goldman, Vice President, Human Resources, Cacique, Inc
- Tammy Heermann, Founder, Tammy Heermann Consulting
- Lorie Hunchak, Director People Development, BCI
- Rob Kaiser, President, Kaiser Leadership Solutions
- Suzan Khatcherian, Senior Director, Learning Solutions, McLean & Company
- Susanne Latimer, Manager of HR Leadership, Bruce Power
- Ian MacRae, Author, Head of Workplace Psychology, Clear Review
- Lisa Mikkelsen, Head of Global Human Capital, Flourish Ventures
- Colleen O’Brien, Vice President, Self-Management Assessments
- Nicholas Phillips, Principal, Acorn Consulting
- Rupa Popat, Principal, Talent & Performance, Finastra
- Jennifer Waxman, Director Research & Advisory, McLean & Company
- Laurie Xiang, Learning and Development Lead, York Region
Your Challenge
- Organizations often struggle to define potential. In fact, many organizations confuse high performance with high potential.
- A lack of clarity around the hi-po definition leads to the wrong people being identified and development being targeted inappropriately.
- This misguided framework results in organizations investing in the wrong employees in ineffective ways.
Our Advice
Critical Insight
- The success of a hi-po program is based on the sum, not one individual part – they all work together to create the program.
- Purposefully design a hi-po program that consistently identifies and develops the right people, helping achieve their aspirations and organizational goals from start to finish.
Impact and Result
- Avoid the common pitfalls of a hi-po program by developing a formalized program that realizes the full benefits of high-potential employees.
- Ensure the program delivers its purpose by defining high-potential as it relates to the organization, identifying assessment methods that successfully assess for that definition, creating a development framework that helps hi-po employees achieve their potential, and finally regularly evaluating and iterating the program to align with needs of the organization.
1. Define high-potential
Define high-potential and participant outcomes; set transparency level.
2. Select assessment methods
Review and select development and selection assessment methods.
3. Outline high-potential development
Select program format, outline timelines, development framework and define next steps for hi-pos.
4. Plan to support and implement the program
Align hi-po program with other HR programs, communicate the program, and implement.
Guided Implementations
This guided implementation is a seven call advisory process.
Guided Implementation #1 - Define high-potential
Call #1 - Define high-potential and participant outcomes.
Call #2 - Evaluate program transparency level and set goals and metrics.
Guided Implementation #2 - Select assessment methods
Call #1 - Determine scope of assessments methods
Call #2 - Review selected assessment methods.
Guided Implementation #3 - Outline high-potential development
Call #1 - Interpret development assessment results to outline development program.
Call #2 - Review learning methods and determine next steps for hi-pos once the program concludes.
Guided Implementation #4 - Plan to support and implement the program
Call #1 - Decide on roll-out method and plan for program communication and training.
Book Your Workshop
Onsite workshops offer an easy way to accelerate your project. If you are unable to do the project yourself, and a Guided Implementation isn't enough, we offer low-cost onsite delivery of our project workshops. We take you through every phase of your project and ensure that you have a roadmap in place to complete your project successfully.
Module 1: Define High-Potential
The Purpose
- Collect organizational information to inform hi-po definitions and participant outcomes.
- Determine the appropriate level of transparency for the organization.
- Define program goals and metrics.
Key Benefits Achieved
- A unique hi-po definition.
- Participant outcomes that fulfill the needs of the organization.
- Needs analysis and program constraints defined.
- Program goals and metrics.
Activities
Outputs
Review organizational information and program constraints
- Organizational information and the current state of inclusion are reviewed
Define hi-po and participant outcomes
- Hi-po definition and participant outcomes are created
Determine level of transparency
- Level of transparency for the program is selected
Set program goals and metrics
- Goals and metrics for the hi-po program are set
Module 2: Determine Scope of Assessments
The Purpose
- Outline selection into the hi-po program, including the scope of selection assessments, the amount of hi-potentials selected, and the cadence of selection.
- Outline development in the hi-po program by determine the scope of development assessments.
Key Benefits Achieved
- Selection into the hi-po program is defined.
- The scope of development assessments is set.
Activities
Outputs
Determine scope of selection assessments
- Scope of selection assessments is set
Define how many hi-po employees will be selected
- Number/percentage of hi-po employees are determined
Outline cadence for selection
- Cadence of selection is established
Determine scope of development assessments
- Scope of development assessments is set
Review key criteria to evaluate assessments
- Key criteria is reviewed to evaluate assessments
Module 3: Select Assessments
The Purpose
- Choose the selection assessments and determine the baseline thresholds for the assessments.
- Select assessments for development.
Key Benefits Achieved
- Selection and development assessments are chosen.
- Baseline thresholds for selection assessments are determined.
Activities
Outputs
Select assessment(s) for selection
- Selection assessments are chosen
Determine baseline threshold for selection assessments
- Baseline threshold for selection assessments is set
Select assessment(s) for development
- Development assessments are selected
Adjust program constraints
- Program constraints are adjusted according to the assessments selected, if necessary
Module 4: Determine the Structure of the Program
The Purpose
- Review program format options and select the most appropriate one for the organization.
- Determine amount of time dedicated to development and the program duration.
- Build a development framework that achieves the needs of the hi-po program.
Key Benefits Achieved
- Program format is established.
- Time dedicated to development and the program duration is set.
- Development framework is built according to the needs of your organization.
Activities
Outputs
Select program format
- Program format is outlined
Outline time dedicated to development and program duration
- Time dedicated to development and program duration are determined
Outline the development framework for hi-pos
- Development framework for hi-po employees is selected
Define next steps for hi-pos after program concludes
- Next steps for hi-po employees after the program are defined
Module 5: Roll Out
The Purpose
- Review HR programs and any adjustments that must be made to incorporate the hi-po program.
- Assess the different roll out options to determine the best approach.
- Determine an action and communication plan.
Key Benefits Achieved
- HR programs are examined to determine any adjustments that need to be made because of the hi-po program.
- Rollout method is selected and action and communication plans are set.
Activities
Outputs
Identify HR program integration points
- A plan to integrate the hi-po program into other HR programs is defined
Decide on program rollout
- Program rollout method is determined
Develop action and communication plan
- Action and communication plan
