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This new report by the Talent Strategy Group offers insights from a survey of over 300 companies worldwide, focusing on ten key questions about high performers and high potentials (HiPos). A few findings:
- HiPo Identification Process. Only 57% of organizations have a formal process for HiPo identification, 24% have an informal process, and the remainder have no process. Larger organizations are more likely to have a formal process.
- Managerial Accountability in Talent Development. 55% of companies report no clear managerial accountability for developing team members. Fewer than 1 in 5 surveyed organizations include talent development in their leadership model or set specific talent development goals in performance management, missing an opportunity to reinforce managers’ roles in development.
- Quality of Development Plans for HiPos. Nearly 50% of HiPos have development actions identified in talent reviews, but 75% of companies state that less than half of their HiPos have high-quality development plans.
Other insights are covered, including that, on average, organizations consider 15% of leaders to be HiPos.
Recognizing the foundational importance of accurately identifying HiPOs, I am sharing this book chapter by Allan Church and Rob Silzer, published in The Society for Industrial and Organizational Psychology (SIOP) Professional Practice Series book, Strategy-Driven Talent Management. Although published in 2009, it remains a comprehensive resource on indicators of potential.
