Talent management programs have increasingly focused on high potentials, and with good reason. For instance, organizations that focus on identifying and developing high potentials are seven times more effective at producing business and talent results including business growth, bench strength, and employee retention compared to those that do not. High potentials refer to employees that consistently outperform their peers and demonstrate the ability to rapidly develop and succeed in other roles. This white paper provides a quick overview of high potential programs.
Click the link below to learn more from the Society of Industrial/Organizational Psychology's (SIOP) White Paper.
Economists, CEOs and thought leaders have recognized that we are in a different time, space and context than companies in the Industrial and even Knowledge Ages. In the 21st Century, success is based on the ability to innovate, be creative, connect across boundaries and adapt to unparalleled change. When 90% of Hewlett Packard’s and Medtronic’s revenues are from products that did not exist a year ago, it is clear that you need to innovate or lose. Yet most current management and talent practices are based on a model of the company that is outdated, and ensures that organizations will never be as capable as the people who work in them. The vestiges of the past are restricting the changes required to be successful now and in the future.