Overview
• High potentials always deliver strong results, master new types of expertise, and recognize that behavior counts. But it’s their intangible X factors that truly distinguish them from the pack.
The Four X Factors of High Potentials1. Drive to excel2. Catalytic learning capability3. Enterprising spirit4. Dynamic sensors
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nothing new
• Assessment psychology always focused on high potential
• High potential (probability) that behavior x occurs in the future
• Any psychological construct (talent, motivation, creativity) predicts future behavior and critical incidents
Vilfredo Pareto (1848-1923)
20% of the workforce = 80% of the productivity.
80% of the workforce = 20% of the productivity.
HiPo’s
the rest
The DNA of HiPo’s…
Rewarding Smart Productive Leader-like Entrepreneurial
warmtrustworthypredictable
curiousadaptable
fast learner
hardworkingenergetic
high standards
ambitiousresilient
good judgment
creativeopportunistic
visionary
The DNA of HiPo’s…
Rewarding Smart Productive Leader-like Entrepreneurial
warmtrustworthypredictable
curiousadaptable
fast learner
hardworkingenergetic
high standards
ambitiousresilient
good judgment
creativeopportunistic
visionary
SensitivityAdjustmentSociability
InquisitiveLearning approach
AmbitionPrudence
Adjustment (-)
AmbitionSociabilitySensitivity
InquisitivePrudence (-)Sociability
Excitable (-)Bold (-)
Reserved (-)
ImaginativeSkeptical
DutifulDiligent (-)
Bold
MischievousColorful
Bold
InquisitivePrudence (-)Sociability
AffiliationAltruism
Hedonism
ScienceAesthetics
RecognitionSecurity
Commerce
PowerRecognitionCommerce
Tradition (-)AestheticsSecurity (-)
Consequences of poor HiPo identification
• Failing to identify true HiPo’s causes them to leave for a competitor
• Identifying “fake” HiPo’s alienates coworkers (especially true HiPo’s)
Managing and Developing High Potentials
• Engagement key to retaining HiPo’s • Good leadership creates engagement
Defining High Potential Talent
• high-potential employee is one who has been identified as having the potential, ability, and aspiration to hold successive leadership positions in an organization
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Identify High Potentials
• Step 1: Plan for the future. • Step 2: Define high-potential criteria• Step 3: Make the high-potential criteria
measureable. • Step 4: Identify high-potential candidates.
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• Ability—A combination of the innate characteristics and learned skills that employees use to carry out their day-to-day work
• Engagement—The extent to which employees are committed to something or someone in the organization
• Aspiration—The extent to which an employee wants or desires prestige and recognition in the organization, advancement and influence, financial rewards, and work-life balance
An effective HIPO identification process typically includes the following:
Nominate Selected Direct Reports as HIPOsComplete the HIPO nomination form, rating the employee on the established leadership competencies and his/her ability, engagement, and aspiration.
As a manager, you will need to observe and identify your high potential direct reports. To make sure you identify and nominate the right individuals, you should assess them on the following three parameters:
Nominations are Approved by your Manager
Nominations are Rejected by your Manager
High Potential Identification and Nomination Process
Understand the MismatchReview and address inappropriate nominations.
Create Development PlansFor approved nominations, identify development opportunities.
Identify High Potentials ID High
Potentials
Charles DarwinJanis JoplinStanley Kubrick
Gene SiskelThomas Jefferson
Albert Einstein
Louis PasteurHenry FordJohn Kennedy
Natalie WoodMarie CurieHelen Keller
Mary CassattNeil Armstrong
James DeanBruce Lee
Marilyn MonroeKatie CouricJohnny Carson
Charlie ChaplinWinston ChurchillNapoleon Bonaparte
Past Performance
Gro
wth
Pot
entia
l
Performance Results
4SR
4MT
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3
4
4
5
High
HighLow
Pote
ntia
l Ass
essm
ent
Johnson & Johnson Folio Map ID High
Potentials
The Four Lenses*
PotentialAssessment
PerformanceResults
Position’s Levelof Accountability
People DevelopmentCodes
Size ofCircle
Low
5 – Outstanding 4 – Superior 3 – Competent 2 – Needs Improvement 1 – Unacceptable
Assessment and Gap Analysis
• Assessment against core, leadership and functional competencies• Gap Analysis for each person and for each position• Sample Assessment tools:
– 360 Degree Feedback– Hogan – Leadership Potential– Hogan – Leadership Challenges– Hogan – Values & Preferences– Watson Glaser – Critical Thinking– Turknett – Leadership Level interview– Structured Behavioral Interview
• Assessment Center may be included
Assess
• Learning agility: an ability and willingness to learn from experience and to apply that learning to new and first-time conditions.
• Formative experiences: the accumulated knowledge that shapes and prepares the individual to be successful in higher-level positions.
• Self-awareness: the ability to identify personal strengths and weaknesses and how they affect others.
• Leadership traits: the behaviors that contribute to being a successful leader.
• Motivation to lead: the drive and desire to be a leader.• Logic and reasoning: the cognitive abilities necessary to solve complex
problems.• Derailment risk: the risk of failure in higher-level positions.
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What Types of Assessment?
How can organizations assess existing staff to track high potentialsand ensure new hires meet the future needs of the business?
Assessment:• Online Psychometric Assessments• Leadership/Management Assessment Batteries • Assessment and Development Centers• 360 degree feedback surveys and business assessments • Competency model profiling, behavioral based interviews, multi-rater
assessment tools
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Assessment Benchmarking
Gather performance data for each employee
Each employee completes assessment(s)
Identify appropriate assessments
Define performance
standards
Identify incumbent
sample
Match employees performance data with their assessment data
Statistically analyze data to determine which
assessment(s) scale(s) predict on-the-job
performance Develop recommendations and plans regarding future assessment and selection
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Assessment/Development Centers?
What is an assessment/development center?An assessment/development center is a process designed to identify an individual’s strengths, weaknesses, and potential in a current or future role.
The assessment process is characterized by:– Multiple participants rated by multiple assessors on several varied
exercises– Many of these exercises are designed to assess competencies– Data integration: a structured evaluation of the participant in which
assessors present objective evidence and reach a consensus decision
The outcome of an assessment/development center are: – Written reports detailing a participant’s competencies as they relate to
job requirements– One-to-one sessions examining the reports
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Why Assessment Centers?• Combine multiple assessment and business simulation methodologies to
achieve the best possible predictor of future performance• Offers comprehensive secondary evaluation of preferred candidate
strengths and weaknesses• Are the most powerful tool to predict the profile you want to hire – save
money over time• Measure performance and potential therefore strengthening the
leadership pipeline – allowing organizations to develop training strategies to further develop and grow talent
• Hiring managers can be involved and refresh their own assessment/coaching skills
• Offer broad range of competencies, individually or in group• Provide wealth of information available to feedback to all involved• Offers great opportunity to seal psychological contract
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Assessment Centers Drive Performance
Drivers
Competencies
Trai
nabl
eU
ntra
inab
leTechnical Skills
Discipline UnderstandingKnowledge & Experience
CapabilityDemonstrated competencies
AttributesBehaviours that infer potential
Motivational Fit
Career Fit
Do they have the required technical skills?
Do they have the experience and understanding necessary?
Can they demonstrate the behaviours necessary for high performance?
Do they have development potential?
Will aspects of the role motivate them?
Does the role meet their current career objectives?
Questions
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Trai
nabl
eU
ntra
inab
leTechnical Skills
Discipline UnderstandingKnowledge & Experience
CapabilityDemonstrated competencies
AttributesBehaviours that infer potential
Motivational Fit
Career Fit
PreferentialInterviewing
Behavioural Interviewing
Psych Assessment
Behavioural Interview
Resume ScreeningTechnical Tests
Preferential Interview
…and Tools To Assess Each Area
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Assessment Centers
Advantage• Most powerful tool to predict
profile you hire – saves money over time
• Hiring managers can be involved and refresh their own assessment/coaching skills
• Performance and potential• Broad range of competences,
individually or in group• Wealth of information available
to feedback to all involved• Offers great opportunity to seal
psychological contract
Disadvantage• Time investment required
from candidate – though they get more in-depth feedback in return and can also make an informed decision
• Relatively expensive in short term – though saves money in the long run
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