High performing organisations nurture high-potential employees.

However a recent study by the Corporate Executive Board revealed that 40% of “high-potential” job moves  produce disappointing results.

Disengagement is also present:
One in three emerging stars reported feeling disengaged from his or her company.
Even more striking, 12% of all the high potentials in the study said they were actively searching for a new job.
The research revealed that senior managers make misguided assumptions about these employees and take actions on their behalf that actually hinder their development.
When dealing with high-potential employees, firms tend to make six common errors:
  • assuming that all of them are highly engaged,
  • equating current performance with future potential,
  • delegating the management of high potentials down in the organisation,
  • shielding promising employees from early derailment,
  • expecting stars to share the pain of organisation-wide cutbacks, and
  • failing to link high potentials and their careers to corporate strategy.

 

“tune into their brains”.

Having knowledge of how our brain functions facilitates enhanced performance.

Key points to take into account are:

  • Learning should be broken down into “bite-size” to increase itsne absorbency and effectiveness.
  • Allow time for your people to integrate learning into long-term memory.
  • Fairness and respect gives brain a chemical boost.
  • Stress inhibits clear thinking.
  • Uncertainty arouses fear that decreases the ability to make decisions.
  • Employees need some ownership over situations to better accept change.
  • Engaging people in more active learning techniques improves retention.

keeping your top talent

on track

  • don’t just assume they are engaged – give them stimulating work, a chance to prosper, and recognition or they will walk
  • don’t mistake current high performance for future potential – test candidates for ability, engagement, and aspiration
  • don’t delegate talent development to line managers – this will limit the talents access to senior members
  • don’t shield talent – place talent in live fire roles
  • don’t assume top talent will take one for the team – compensate top talent differently and creatively
  • don’t keep young leaders in the dark – share strategy with them


Did you know that high-potential employees are 91% more valuable to organisations than non-HIPOs, yet 73% of high-potential programmes yield no visible results?




In this webinar, CEB will present targeted research and innovative best practices to accurately identify and successfully develop your high-potentials to create a pipeline of future leaders for the broader enterprise.