Develop an Impactful High-Potential Program
A high-potential program is greater than the sum of its parts.
- 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.
Develop an Impactful High-Potential Program Research & Tools
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.
Workshop: Develop an Impactful High-Potential Program
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
About McLean & Company
McLean & Company is an HR research and advisory firm providing practical solutions to human resources challenges via executable research, tools, diagnostics, and advisory services that have a clear and measurable impact on your business.
What Is a Blueprint?
A blueprint is designed to be a roadmap, containing a methodology and the tools and templates you need to solve your HR problems.
Each blueprint can be accompanied by a Guided Implementation that provides you access to our world-class analysts to help you get through the project.
Need Extra Help?
Try Our Guided Implementations
Get the help you need in this 4-phase advisory process. You'll receive 7 touchpoints with our researchers, all included in your membership.
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.
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
