Many organizations conduct a talent review process—where one goal is to accurately identify (and develop) employees with the greatest leadership potential. However, identifying high-potential employees can be challenging for several reasons, including a lack of objective criteria for determining potential. Since I have received many inquiries on this topic, I’ve compiled this one-page playlist of …
I recently shared an article by Allan Church on identifying and assessing leadership potential. The article pointed to a strong body of research showing there are three critical dimensions on which leadership potential criteria are based: 1) Foundational (personality characteristics future leaders must have, derailers to avoid, and “smarts” needed), 2) Growth (indicators of learning orientation, capability for growth, and the drive …
Many organizations conduct a talent review process—where one goal is to accurately identify (and develop) employees with the greatest leadership potential. However, determining leadership potential can be difficult and is fraught with challenges, ranging from biases to invalid selection criteria. To help organizations more effectively differentiate “potential,” this article by Allan Church distinguishes three categories of …
Developing the next generation of leaders is a top priority for CEOs globally, according to The Conference Board’s C-suite Outlook 2022: Reset and Reimagine Report. And while identifying and developing high-potential employees has been a longstanding pursuit of many organizations, firms still struggle with accurately defining and measuring potential. In this 50-minute podcast, host JP Elliot interviews Allan …
Many organizations conduct talent reviews to uncover talent gaps, identify high-potential employees, and inform succession planning. And as noted in this new article by Marc Effron, organizations continue to grapple with what tool they should use to guide talent review discussions, including the classic 9-box of performance and potential. Marc notes that when asked what …
According to The Conference Board report, C-suite Outlook 2022: Reset and Reimagine, developing the next generation of leaders is a top-five internal priority for CEOs globally. And while identifying and developing future leaders has been a perennial priority for most CEOs, many of them report how new workplace challenges and complexities have placed increased importance on …
As many firms get ready to conduct talent reviews in their organizations, these three resources by The Talent Strategy Group and Marc Effron can help leaders prepare. 1) Potential After the Pandemic addresses the question: should we change how we define and measure potential to align with the changing nature of work and the workplace? The short answer is …
As we approach the two-year mark of the Covid-19 pandemic, organizations continue to evaluate and adjust workforce and talent practices to better align with the changing nature of work and workplace. And while much attention has been given to changes in talent and workplace practices such as performance management, retention, and recruitment, firms are increasingly …
A firm’s ability to accurately identify and develop high-potential employees is a key outcome of talent management. Simultaneously, fairness and objectivity are critical to all talent practices, and organizations place priority on diversity, equity, and inclusion. In a study by researchers from Yale, MIT, and the University of Minnesota, assessment and promotion records for nearly …
The ability to accurately identify and develop high-potential employees is considered by many to be the holy grail of talent management. But as noted by Allan Church in this article, it’s never simple. And rather than continue to struggle with methods, such as the classic 9 box model, that have shown to be less effective …
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