Are they confusing potential and performance, and therefore identifying the wrong people?
Are they relying on biased methods of identifying potential such as line manager recommendations?
Are they high potential programmes lacking transparency, tailoring or training and subsequently demotivating those selected? Or, indeed, those not selected?
If the above resonates with you, we have answered some key questions to help you understand and identify potential and embed successful potential programmes for your early talent.
Cubiks defines potential as the ability to be successful in a role that goes beyond a person’s current responsibilities – we focus on the future. This role could involve a vertical or horizontal move. Traditionally, high potentials were seen as employees who accelerated up the career ladder faster than their peers. But lately, as organisational structures shift, increasing attention is also being paid to those able to grow into more technical/expert roles or operate effectively in matrix, as opposed to hierarchical, organisations.
Performance is a measure of an individual’s ability to deliver results in their current job; it is focused on the present. A potential assessment should measure whether an individual could take on different roles in the future. If your high potentials are identified on the basis of performance alone, you’re likely to be missing out on identifying promising talent.
Despite advocating the prediction of something that doesn’t yet exist, there is academic consensus on four key ingredients of high potential. These are: cognitive skills, personality, learning agility and motivation (Silzer & Church, 2009). Cubiks has therefore launched a scientifically-grounded potential assessment solution that assesses these ingredients.
Here are five top tips you can consider to maximise the success of your programme:
Want to hear more and discuss how to embed a successful high potential programme at your organisation? Get in touch