Sessions

Without objectivity, data used to identify high potential employees is challenging. And when your high potential employees go unrecognized, your business loses credibility on many levels. To ensure your HiPo identification process is meaningful for your organization, you need first to have the criteria defining a HiPo person coupled with the discipline of managers ensuring they follow a rigorous and fact-based process.

The importance of hiring from within is amplified by research that demonstrates when promoting from within the success rate is four times greater than when a person comes from external resources.

Succession planning is most successful when organizations approach the identification of high potential future leaders in a more fact-based and objective manner. To accomplish this, companies, need to integrate their development and succession planning systems. Too often organizations have built their talent management and organizational development in independent silos.

A second critical ingredient to successful succession planning is creating leaders who are talent champions. For a person to be a talent champion, they must own the responsibility of developing future leaders. Having this understanding shifts the responsibility away from the Learning and Development team and onto the manager of the employee.

Learning Objectives:

• Knowing that a high performer is not high potential and why.
• Understanding why the managers feeling the person is of high potential is not enough.
• Know what the issues are associated with predicting employee potential.
• The importance of linking employee fit and company culture.
• The importance of breaking down silos within HR.
• Knowing why one can be capable but not competent.
• What questions managers/leaders need to ask employees before they consider who a HiPo is.

In-person session offerings are on a first-come, first-served basis.