Leading Edge High Potential Development

When companies create development programs for their high-potential employees, they should have a blueprint. This involves:

  • Forming an objective for the high-potential program
  • Identifying development measures, and
  • Describing a complete system for delivering the desired result

It also is important to define an appropriate learning path based on in-depth interviews to uncover what people learned, in what sequence, and how they learned it.  Learning paths also need to have specific time frames for acquiring each skill, and high potentials should be informed of the performance expected at each milestone and how and when that knowledge or skill will be reviewed.

One example of a learning path is from finance manager to CFO based on knowledge, professional skills, and experience.

Another key component of a high-potential program is to structure a variety of developmental experiences. Research indicates that humans learn best by undergoing a variety of experiences, such as starting a business, going on an overseas assignment, or having profit-and-loss responsibility.

At Royal Dutch Shell, people are selected based on a two-day evaluation process that examines personality traits, intellectual abilities, and business-case problem-solving skills. Morgan McCall at the University of Southern California has identified specific criteria as predictors of executive potential: action-oriented, analytically agile, courageous, knows the business, possesses a special talent with people, and is widely respected.

In thriving companies, important assets such as real estate or capital equipment are actively manage.  The same should be true for high-potential talent which are just as necessary and critical.  Time to get serious about true leadership development.

Need help – contact one of our senior consultants for more information – info@embercarriers.com, (513) 984-9333.

Source: TheStreet.com (10/28/10) Hall, Brad

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