If you find value in content like this, sign up for my Talent Edge Weekly newsletter. Many organizations conduct talent reviews to identify and develop employees with the greatest potential to move into more complex, high-impact roles. While this has long been a core talent practice, many still struggle to determine the most effective approach—particularly when assessing, …
If you find value in content like this, sign up for my Talent Edge Weekly newsletter. Many organizations conduct a talent review process—where one goal is to accurately identify (and develop) employees with the greatest potential to move into more complex and larger roles. However, accurately assessing potential is not easy. This new study challenges the conventional …
If you find value in content like this, sign up for my Talent Edge Weekly newsletter. A common tool for evaluating employee potential—the likelihood of successfully performing in larger, more complex roles—is the 9-box grid, which assesses performance on one axis and potential on the other. Despite its popularity, many find it difficult to use effectively, often struggling to …
Many organizations conduct talent reviews to identify and develop employees with the potential to advance into larger, more complex roles. While developing future leaders is essential, this article emphasizes that an excessive focus on high-potential leaders can unintentionally overlook high-performing individuals who may not aspire to leadership roles but still contribute immense value. The article advocates for a …
If you find value in content like this, sign up for my Talent Edge Weekly newsletter. Assessing the impact of an organization’s talent review process on key outcomes is crucial for effective talent management. While talent reviews drive many results, a critical focus should be on high-potential (HiPo) employees—specifically, how well the process identifies, develops, and retains …
If you find value in content like this, sign up for my Talent Edge Weekly newsletter. 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 …
If you find value in resources like these, you can sign up for my free Talent Edge Weekly newsletter. As I continue to receive requests for resources on succession planning (SP) and high-potential identification, I am resharing the following resources: Succession Planning (SP) Metrics Tracking Template. This one-page editable PDF includes 10 sample metrics (choose a few) …
As organizations aim to more accurately identify and develop high-potential talent and build the succession pipeline, here are some useful resources to assist in these efforts. Succession Planning (SP) Metrics Tracking Template. This one-page editable PDF includes 10 sample metrics (choose a few) to measure SP effectiveness. The examples are intended to generate ideas, do …
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 …
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