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-Potentials
Chapter1-Introduction 1
THEHRGUIDETOIDENTIFYING
HIGH-POTENTIALS
Whatmakesahigh-potential?
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TheHRGuidetoIdentifyingHigh
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Chapter1-Introduction
TheHRGuidetoIdentifyingHigh-Potentials
TheHRGuidetoIdentifyingHigh-Potentials
Chapter1-Introduction
3
Ifyouagreepeopleareyourmostvaluableassetthenyouneedtoknowthathigh-potentials(HiPos)are
anevenmorevaluableasset.
Infact,accordingtoourresearchaHiPoistwiceasvaluabletoanorganization.
HIPO:WHYTHESTAKESARESOHIGH
Organizationswithstrongerleaderscanshowtwicetherevenueandtwicetheprofitgrowth.YetaHiPoprogram,seenbymanyorganizationsworldwideasthefeedertoitsleadersofthefuture,isstatisticallymorelikelytofailthansucceed–50%ofHRmanagerslackconfidenceintheirprogramsandastaggering5in6HRmanagersaredissatisfiedwiththeresultsoftheirprograms.
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ResearchcoveringadecadeofassessmentsandrecentanalysisusingtheCEBanalyticsdatabaseof6.6mhasrevealedthat:
REVENUE
PROFIT
50%
OFHRPROFESSIONALSLACKCONFIDENCE
INTHEIRHiPoPROGRAM
5
OUT
OF
HRPROFESSIONALSAREDISSATISFIED
WITHTHEIRHiPoPROGRAM
6
2X
REVENUEANDPROFITGROWTHFORORGANIZATIONSWITHASTRONGERLEADERSHIPSTRENGTH
55%
WILLDROPOUTOFTHEHiPoPROGRAMWITHIN5YEARS
46%
OFLEADERSFAILTOMEETTHEIRBUSINESSOBJECTIVESINANEWROLE
1IN7
ATLEAST
PEOPLEAREWRONGLYPUTONTHEPROGRAMINTHEFIRSTPLACE
Potentially,thismeansmuchofyourinvestmentinaHiPoprogramisatbestwastedand,atworst,feedingyourcompetitorswithsomeofyourmosthighlyvaluablepeople.
Ifyou’rereadingthisguide,chancesareyou’reanHRprofessionalwho
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appreciatesthatmakingtherightchoicesthroughoutyourHiPoprogramisthekeytomakingitasuccess.
Thefirststepistolayasolidfoundationandidentifytherightcandidates.ThiseBookprovidesyouwithrevealingandshockingstatisticsaboutHiPoprograms,showingwhyaccesstotherightdataisfundamentaltomakingtherightchoices.Afterall,itwillprovideatalentpooloffuturebusinessleaders,withthecapacitytorunyourorganization.
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Chapter2-High-PotentialVersusHighPerformance
TheHRGuidetoIdentifyingHigh-Potentials
TheHRGuidetoIdentifyingHigh-Potentials
Chapter2-High-PotentialVersusHighPerformance
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WhetheryouarestillexploringtheideaofintroducingaHiPoprogramtoyourorganizationandwanttounderstandhowyoucanidentifytherightcandidates,oryouarelookingtooptimizeyourHiPoidentificationprocess,thiseBookcanserveasyourhelpfulguide.
Byestablishinghowtoidentifyyourtruehigh-potentialsandhowtorunasuccessfulHiPoidentificationprogram,thiseBookwilltakeyouthroughthestepsyouneedtoknow.ThisguidewilltakeyouthroughsolvingpotentialproblemsandunderstandingtheimportantroleHRhastoplayinthesuccessofidentifyingHiPos.
ItwillalsooutlinehowHRcanstarttoreframetheHiPoconversationwithseniormanagementandintroducedata-drivenidentification,asthefirststeptoturnintentionsintoactions.
High-potentialversushighperformance–whythedifferencematters.
Didyouknowthatonlyoneinsevenhighperformersareactuallyhigh-potentialemployees?
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It’strue.Sowhythendomanyorganizationsstillmakethewrongassumption–thatahighperformerisalsoahigh-potential?OneoftheproblemsisthatmanagersareputtingforwardstaffforaHiPoprogramwithouthavingarobustidentificationprocessinplace.Asaresultcandidatesarebeingnominatedforsubjectivereasonsandnotscientificreasons.
Butitdoesn’thavetobethisway.HRmanagerscannowhaveaccesstothetoolsandinformationthatcantransformtheidentificationstageofHiPo
programs.Thiswillensuretheprogramisworthyofitsinvestment,createscompetitiveadvantageandproducesasourceoffutureleaders–buttoachievethisyouneedaprovensystematicapproach.
AREYOUNOMINATINGFORTHERIGHTREASONS?
“
InsomecasesHiPosarenotbeingselectedwithvalidorstructuredreasoninginmind.Whileselectingindividualsonthebasisofhighperformanceisn’tunheardof,intheworstcaseselectioncanbesimplybasedon:
It’syourturn.You’vebeenherelongenough,you’vedoneareasonablejob,sowe’regoingtoputyouontheprogram.
Ifyouconsiderthatonly1in3organizationsareusinghardassessmentdatatoidentifytheirpotential,it’snotsurprisingthenominationprocesscanbeunclear.
“
Withoutaclearsetofcriteria,whywouldyoubesurprisedaprogramfails?ToquoteAlbertEinstein:
Insanity:doingthesamethingoverandoveragainandexpectingdifferentresults.
Ifyoucarryondoingthesamething,whywouldyouexpectanythingtochange?
TYPICALISSUESYOU’LLUNCOVERWHENAHIPOPROGRAMSTARTSTOGOWRONG
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TheproblemscausedwhenaHiPoProgramstartstogowrongdon’tjustaffectHRortheemployeesontheprogram.Itspreadsrightthroughtheorganization.
HerearesomeissuesbeingdiscussedbyHRmanagersandcolleaguesthatmightsoundfamiliarinorganizationswheretheHiPoprogramisfailingtodeliver:
BusinessleadersandHRareunconvincedthattherightpeoplearegoingontheprogrambuttheyhavenostructuredanswertotheissue
TheHRmanagerorlinemanagerisnotconvincedtheexistingprogramisproducingthegoods
Alotofpeoplesimplydon’tmakeitthroughtheprogram
Individualperformanceisn’tmeetingbusinessobjectivesandsomeHiPosareunabletoworkatthelevelandpacethattheassignmentrequires
PeopleidentifiedasHiPosareleavingtheorganization
PeoplearebeingidentifiedasHiPoswithhighlysubjectiveinformatione.g.preferencesofmanagersorbasedontenurewiththeorganization
HOWDOYOUIDENTIFYTHERIGHTCANDIDATESFORYOURHIPOPROGRAM–IT’STIMETOINTRODUCEYOUTOTHETHREECOMPONENTS
It’saboutunderstandingyouremployeesbetter.Whatyoureallyneedtoknowis:
Theriskthatcandidateswillfailtoachieveaseniorposition.
Theriskyoudon’tproducethequalityofemployeewhowillbeeffectiveinamoreseniorrole
Theriskofdilutingyourbenchstrengththroughpeopleleavingandgoingtothecompetition
In-depthanalysisandresearchhasclearlyhighlightedthreemajorcomponentsthathighlycorrelatetoidentifyingtherightcandidates:
Aspiration
Ability
Engagement
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ThesethreecomponentshaveproventoberobustinidentifyingtrueHiPos-whetheryou’reinthebankingsectorinHongKongorinretailinNewYork.
Byassessingtheability,aspirationandengagementofyourHiPos,itmakesyouroddsofsuccessmuchgreater.Bylookingatthesethreecomponentsyouhaveastructured,scalableandpracticalframeworkforyourselectionprocess.
ASPIRATION
ENGAGEMENT
HiPo
ABILITY
IDENTIFYINGHIPOS:THETHREECOMPONENTSEXPLORED
10yearsofdatashowsthereisawaytochoosetherightHiPo.
AHiPoemployeeisaprovenhighperformerwiththreedistinguishingattributesthatallowthemtoriseandsucceedinmoresenior,criticalpositions:
Aspiration-Torisetoseniorroles
Ability-Tobeeffectiveinmoreresponsibleandseniorroles
Engagement-Tocommittotheorganizationandremaininchallengingroles
Rememberthisstatistic?OnlyoneinsevenhighperformersisaHiPo.Sowhilehighperformanceisastartingpointforidentifyingcandidates,youthenneedtoassesstheseindividualsfortheiraspiration,abilityandengagementtoestablishwhoisaHiPo:
Assessforaspirationandcriticalcareermanagementbehaviorstounderstandifanemployeewillrisetoaseniorandmorechallengingpositionandturnthatmotivationintocareersuccess
Assessforfuturemanagerialandleadershipabilitytoknowwhethertheemployeehasthecompetenciesrequiredforsuccessinmoreseniorandchallengingroles
Evaluateengagementtoknowwhethertheemployeeiscommittedtotheorganizationandseestheorganizationasthebestplacetorealizetheircareergoals
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DOESYOURHIPOHAVETHEASPIRATIONTOBEAHIPO?
“
Afteranalyzing18motivationalfactorsitwasthesesixthatwerefoundtodrivetheachievementofanexecutiveposition:
Doestheemployeehavethemotivationalprofiletoreachaseniorpositionandthebehavioralprofiletoturnthatmotivationintotangiblecareersuccess?
Immersion:theylookforrolesthatrequireapersonalcommitmentabovethenorm
Activity:theypreferfast-paced,multi-taskingworkenvironments
Power:theywanttheopportunitytoexercise,influenceandshapehowthingsaredone
Interest:theylookforrolesandassignmentsthatprovidevarietyandstimulation
Flexibility:theyseekoutworkenvironmentsthatallowthemmorefluidwaysofworking
Autonomy:theyareattractedtorolesthatallowthemautonomyinhowtheyexecutetheirresponsibilities.
MOTIVATION
THEINHERENTDRIVERSTHATFUELSUCCESS
BEHAVIOR
THEACTIONSTHATINDIVIDUALS
TAKETHATPROMOTECAREERSUCCESS
THELIKELIHOODOFACHIEVINGASENIORPOSITION
Thesemotivationscontributetoaspirationwhentheemployeealsoexhibitsthefollowingbehaviors:
UsingInitiative&TakingResponsibility:theyarewillingtotakecalculatedriskstorealizeanopportunityandassumepositionsofresponsibilitythroughwhichtheycancoordinateandimpactontasks,projectsandobjectives.
AchievingObjectives&PursuingSelf-Development:theypushforresultsandarewillingtoinvestintheirpersonaldevelopment.
Ouranalysisshowsthatthesebehavioralmarkerscombinedwiththesixcriticalmotivationaldriversincreasetheoddsofachievinganexecutivepositiondramatically–byafactorof11.
4.1X
1X
2X
CHANGEINTHEODDSOFSUCCESS
12
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0
Q1
10.6X
Q2 Q3 Q4
(LOWESTQUARTILE)
(HIGHESTQUARTILE)
MOTIVATION+BEHAVIORS(OVERALLMETRIC)
WHYABILITYISONEOFTHEIMPORTANTCOMPONENTS
Tofullyunderstandthisfactoracleardefinitionoftheattributesforsomeone’spotentialtobeaneffectivemanagerandleaderisrequired.Effectivemanagersandleadersknowhowto:
DEVELOPacompellingvisionthatisbasedonclearandcriticalthinking.
ARTICULATEandcommunicategoalsthatmotivateothersandprovidedirection.
COMMUNICATEeffectivelyandsupportothersthroughchange.
GETTHINGSDONEandrealizetangiblegoalsandobjectives.
Thesetalentsareboththetransactional(managerial)andthetransformational(leadership)rolesrequiredofleadersandmanagerstoensurethatorganizationshavedirection,sharecommonobjectives,collaboratetoachieveand,finally,delivertheirstrategicgoals.
Thediagrambelowshowswhyyouneedadeeperunderstandingofability.Organizationsoftentargetearlycareerprofessionalswith10yearsorlessexperiencefortheirHiPoprograms.However,atthisstageoftheircareers,thespreadofabilityisoftenrankedatvery-lowtolowlevelsofoverallleadershippotential,whileonly1in4rankatthehightoveryhighlevels.
It’simportant,therefore,toidentifythe1in4withinyourorganization.
1IN2
1IN4
40
PERCENTAGE
30
20
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0
VERYLOW LOW MODERATE HIGH VERYHIGH
SHLTALENTMEASUREMENTSOLUTIONSLEADERSHIPBENCHMARKALLPROFESSIONALSWITH10YEARSORLESSEXPERIENCE
NurturinglowerscoringcandidatesformorespecialistrolesbecomesasecondplanoflearninganddevelopmentfortheHRteam.HeretheHiPoprogram
isinformingpotentialbutre-routingthecandidatefortrainingandfurtherconsiderationinthefuture.
WHOHASTHEENGAGEMENT?THETHIRDESSENTIALCOMPONENT
It’sallverywellthatyourcandidatesarehighperformers,theyarefullofaspirationandtheydemonstrateability,butwhatnext?
HiPoswithlowengagementarepronetoflightfromtheorganization.Andastaggering55%willdropoutoftheHiPoprogram.Youneedtoqualify
engagement.EngagementisthestrongestindicatorthataHiPowillstaywiththeorganization.
LacksAspiration
Engagement‘Whowillstay?’
ASPIRATION
HigherRiskLowerReturn
LacksAbility
HIGH
THENOT-SOHIDDENRISKSOFLOWENGAGEMENT
ABILITY
Bycontrast,nearly60%ofhigh-potentialemployeeswithhighengagementlevelshaveahighintenttostay–morethandoublethatofhigh-potentialemployeeswithlowerlevelsof
LOW HIGHengagement.
SonowwhowantstogoandseetheCEOandtellthemthathalfofthetoptalentinthecompanyislikelytoleavewithin5years?
LOW
Nowyouknowaboutit,youcantaketheleadanddosomethingaboutit.
59%
60 60
23%
50 50
PERCENTAGE
PERCENTAGE
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10 10
0 Q4
Q4 Q4
Q4 Q4
0 LOWENGAGEMENTHIGHENGAGEMENT
2009
2010
2011
2012
2013
HiPos
HiPos
EMPLOYEESWITHHIGHINTENTTOSTAY EMPLOYEESWITHHIGHINTENTTOSTAY
Employeeengagementisaconceptthatiswidelyacceptedbutlooselydefined.Anemployee’sengagementiscomposedoftwofactors:
CurrentEngagement,whichisdeterminedbyacombinationofpastexperienceswithanemployer(positiveornegative)andtheircurrentexperiencesintheirjob,roleandworkenvironment
FutureEngagement,whichisdeterminedbytheirfutureexpectationsabouttheirjob,careerandtheiremployer,orwhatCEBcallsEngagementCapital.
CURRENTENGAGEMENT
HRneedstobeanequalbusinesspartnerintheday-to-daymanagementofHiPoprograms.Everydaytheexperiences,interactionswithotherstaffandmanagers,thetypesofworkandchallengesthataresetandtheculturalimpactoforganizationalgoalsandethics,ismakingorbreakingtheengagementoftheHiPocandidate.
Anemployeeismorelikelytohavestrongcurrentengagementwhentheirpastandcurrentworkfittheirworkpreferences.Likewise,employeesaremorelikelytohavefutureengagementwhentheirorganization’smission,directionandvaluesarealignedwiththeirbeliefs.
ENGAGEMENTCAPITAL
CURRENTCAPITAL
Employees;emotionalandrationalcommitmentbasedontheirperceptionofpastandpresentexperiences
FUTUREENGAGEMENT
Employees;emotionalandrationalcommitmentbasedontheirexpectationsoftheirfutureemploymentexperience
TALENTOUTCOMES
DiscretionaryEffort&Performance
IntenttoStayRetention
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WHATAREYOURPLANSFORYOURHIPO’SFUTURE?HOWDOESTHISMAPTOENGAGEMENT?
HiPosareindemand.Yesyouwantthem,butthensodoeseveryoneelse–includingyourcompetitors!
SohowthefuturelooksandfeelstotheHiPoisimportant.Theyaregoingtobeasinterestedintheiralignmentwiththeorganization’smissionandgoalsastheyarewiththeirownpersonalchallengesandgoals.
Identifyinghigh-potentialcandidateswithfutureengagementincreasesthelikelihoodthattheywillbeengagedwhenplacedinmorechallenging,complexandtaxingseniorroles.Italsoavoidsthecostsoflosingthecandidate–rememberthe55%thatwilllikelyleaveordropoutoftheprogramifyou’reidentifyingthewrongpeople.
INTRODUCESTRETCHROLESTOENGAGEANDRECOGNIZEYOURHIPOS
Nowyou’regoingtosay“Hangon,46%ofHiPosfailinanewrole.”Right?
Yes,butthatwasalsowhenyouhadthewrongpeopleintheprogram.Right?
Themosteffectivehigh-potentialprograms,withtherightpeople,arecenteredonveryvisible,importantandchallengingstretchroles.Theserolesplaceindividualsinassignmentswheretheirpotentialcanbeappliedandrealizedandtheydriveuporganizationalcommitmentandreducetheriskofattrition.
ButyouneedtoputinplacetherightsupportstructurearoundtheHiPotoprotectthem-detectingfailureandsupportingthemwhenithappens.Thismeansengagingwithlineofbusiness,notjustintheperformancepartoftherolebutalsowithaclearstructureintheplannedmanagementoftherole.
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Stretchedroleshaveimpactwhenthey:
Reinforceaspirationbytalkingtothekeymotivationsthatdrivecareersuccess,andwhentheybuildandreinforcethebehaviorsthattranslatemotivationintotangiblecareersuccess
TheHRGuidetoIdentifyingHigh-Potentials
Chapter3-TheCFOhasaquestionforyou
PAGE
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Chapter3-TheCFOhasaquestionforyou
TheHRGuidetoIdentifyingHigh-Potentials
Reinforceabilitybytargetingkeyskillsandcompetenciesthatdrivecompetitiveadvantagefortheorganizationandareseentodeveloptheemployeeandpromotethelonger-termsuccessoftheorganization
Reinforceengagementbydemonstratingthatstayingwiththeorganizationisintheemployee’sbestinterests;itpromotescareersuccess,matchesdevelopmentopportunitiestopersonalcareergoals,andmitigatesthepotentialforfailurethatcomeswithhigh-riskandhigh-returnassignments.
High-potentialsseekandvaluestretchassignments–andlovetherecognitionitbrings.
TheCFOhasaquestionforyou
“
TypicallythepersonaskingthedifficultquestionistheCFO.Theywanttoknow:
IfIputallthismoneyintotheseprogramstoday,howdoIknowI’mgoingtogetareturnontheminthefuture?
It’sanissuefortheHRmanagerandtheCHRO,andthisiswhereourmodeladdsvaluethroughitslogic,practicalapplicationandthedatathataddressesthekeyriskstoyourHiPoprogram.
Everyonewouldagreethatweneedeffectivemanagersandleaderstodayandinthefuture-thatissimplecommonsense.
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WhatyourCFOmightnotknowisthatthoseorganizationswithstrongerleadershipbenchstrengthshowuptotwotimestherevenueandprofitgrowthoforganizationswithweakerbenchstrength.
So,that’stheROIissue-ifwecanidentify,developandretainhigh-potentialemployees,thenthat’sonefactorthatisclearlygoingtodrivefutureorganizationalperformance.Fewwouldarguewiththat.
Nowherecomesthepowerofthemodel.AnyCFOwillknowthataninvestmentcarriesrisk,andyourCFOmightknowthestats
wehaveshownaboutthelikelysuccessofHiPoprogramsastheyareruntoday.But,youknowthekeyrisksandhowtheycanbeaddressed.
“
So,here’showyourconversationwiththeCFOcouldstart…
Okay,we’veidentifiedthesethreeriskstoourprograms.Thesearetheactionswe’retaking,sobacktothatmoneyyou’reinvestingintheprogram,hereiswhatwe’redoing.Wecan’tgiveyouanROItoday,butwhatwecanshowyou,inasystematicway,ishowwe’remanagingtheriskstofailureoftheseprograms.Inparticularwe’llexplainhowwe’regoingtotightentheprogramuptomakesurewegettherightpeopleonit.
DOESHRHAVEANIMPORTANTROLETOPLAYINKEEPINGHIPOSFROMLEAVING,ORSTOPPINGTHEMFROMDROWNING?
Theshortanswerisyes.Butlet’slookinmoredetail.
Firstofall,thereisasignificantroleforHRinsupportingthelinemanager.Thelinemanagerisacriticalfactorfortheoverallsuccess.Ifyou’reaHiPowhoishappywithyourboss,youseeyourbossassomeonewhowillsupportyourdevelopment,whoistheretoencourageyoursuccess,whowillenableyoutoachieveyourcareergoals.Asaresultyouaremuchmorelikelytobindtotheorganizationbecauseyouaremorelikelytobeengagedwiththeorganizationtodayandtomorrow.
HRmustn’tfailtogivemanagerstheroutemapthathelpsthemsupportHiPos.ThestrongorganizationsaretheoneswhereHRisworkingwiththemanagerssothemanagerscanhaveaveryfocused,structuredconversationwiththecandidate,andtheycanagreewhat’sgoingtohappennext.
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SecondlyHRalsohasaresponsibilitytoengageseniormanagement,goingbacktotheC-suiteandtheCFObymakingsurethey’vegottherightkindofday-to-daystructureinplacetomanagethoseprogramseffectively.
It’saboutensuringtheyhaveconfidenceintheprogramandknowingtheycananswerallthefundamentalquestions:
Areyouputtingtherightpeopleontheprogram?
Dotheyhaveaclearsetofprioritiesforlearninganddevelopment?
Whyareweinvestinginthisdevelopmentspendforthesepeople?
WHATISTHEIMPACTOFGOODHR?
Whenyoucompareyourpeopletoyourcompetitors,eithergloballyorlocally,canyouidentifyanygaps?Byinvestinginthegapsyoucanliftthebenchstrengthandimproveyourcompetitivenessinthemarketplace.TheseareelementsatthemicroandthemacrolevelthatgoodHRhasareallybigimpacton.
Partofthatissupportingthemanager,butpartofthatalsoishavingtherightkindofdatatogiveyouanoverviewandgiveinformationbacktotheC-suitetoshow:
Thattherightpeoplearegoingontheprogram
Howtheyarebeingtrackedthroughtheprogram
Howwemanagetheattritionrate
Howwemanagetheleavingrate
Also,linemanagerfeedbackisimportantintermsofthesatisfactionwhenthey’rereceivingcandidatesintotheirteams.Findoutwhatthedataissaying.WhenHiPosstepintotheseleadershiproles,aretheyperceivedtobestronger,moreable?That’stheotherkeyfunctionthatHRshouldbeperforming.
Maybeyoufindyouneedtostepawayfromthe‘labels’oftenattachedtoHiPoprogramsandfocusmoreontheoperationalprocessesandhavingtherightkindofdatatoanswertherightkindofquestions,andbeproactive.
Wanttokno
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