The Science and Art of Identifying High-Potentials

The complexity of business scenarios, the increasing pace of change, and the emergence of new skills and technology are a few examples of future challenges where intellect and agility will play critical role alongside the right talents.

While it depends on the roles for which an individual is assessed, in senior positions, the focus should be less towards functional knowledge and more around strategic abilities. On the other hand, in most cases, the weightage should be 50-50 considering the importance of tech skills as well as the right attitude to succeed.

High-potential employees are a company’s top talent, and everyone cannot be on the list. However, candidates who are nominated but cannot get shortlisted in the final HiPo pool, after the assessment, should be dealt with cautiously. The HR/line manager needs to conduct a counseling session on the individual’s existing areas of shortcomings and take possible measures to improve.

Yes. A generic development program cannot be effective in developing high-potential employees. Once identified, HiPos should be mapped with the critical role they would undertake in the future. Moreover, a customized development plan should be finalized for each HiPo employee separately to prepare them for the future role.

Getting affirmation from senior leadership is the first important step of any high-potential program. HR professionals should involve them in the initial conceptualization and program implementation stage as well, making them a vital stakeholder throughout the process. This, in turn, helps create a positive perception of the program’s efficacy and a sense of accountability for its success.