高潛力人才識(shí)別指南

-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

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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.

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