Transparent vs. Opaque: Communicating with High-Potentials

There are numerous ways to identify top talent within your organization. Processes are one or a combination of the following: 9-boxes, assessment tests, assessment centers, special assignments, bi-annual talent reviews, 360s, or succession planning, etc. Methods and processes vary across organizations, but previous research found two common themes among organizations that do it well: adopting a long-term succession planning approach (versus a replacement approach) and engaging managerial personnel in the talent identification process. Once internal employees have been selected as a high-potential (HiPo) and included for participation in any leadership development program, a message about their status needs to be communicated to them. It has been debated whether or not to be transparent with employees about their special status.

If you are transparent with your HiPos what effect does that have on the productivity of non-HiPos? What happens to HiPos who fall off the list? How do you communicate that fact with him or her? Should your organization have developmental initiatives for a selected few or for all? The answers to these questions are not easy.

In order for companies to survive and thrive in the unstable global marketplace, the key competencies used for the assessment, classification and selection of high-potential talent must evolve to adopt global measurements and competencies.  At the upcoming HCI Global Talent Management Conference, Allan Church, Ph.D. Vice President of Talent, Organization & Management Development, PepsiCo, Inc. will speak about globalizing and mobilizing high-potentials.  Dr. Church will speak on how PepsiCo, classifies high potential talent, develops them for future roles and locations, and shares the key components of a global assessment and selection model for high potentials. Be sure to ask him how transparent PespiCo is with their HiPos during the special keynote Q&A session!