Description
This is a presentation describes about high potential employees.
89 percent of those surveyed thought it is more difficult to attract talented people now than it was three years ago
90 percent thought it is now more difficult to retain them.
Just 7 percent of the survey's respondents strongly agreed that their companies had enough talented managers to pursue all or most promising business opportunities. Companies scoring in the top quintile of talent-management practices outperform their industry's mean return to shareholders by a remarkable 22 percentage points.
How much more does a high performer generate annually than an average performer?
66%
Business Leader Managers with significant profit, loss, budget responsibility, or equivalent Frontline Manager Managers without significant profit, loss, budget responsibility, or equivalent
34%
Attract
Create and institutionalize the High Potential Management system
• Source and Identify Talent ( Internally/Externally ) •Assessing Develop Talent
• Mobility
• Cross Functional/ In function
• In company/ Cross Company • Training •Building Leadership ( Training, exposure, experiences mentors)
Internal Environment Quality of Feed
Development opportunities Movement Opportunities
External Environment Business Scenario
Talent Pool
Movements of Quality Inputs Continuous Improvement of stock Expand and Accelerate the flow of talent Continuous Rolling of talent pool Review the size of talent Pool
?
A High Potential Manager is one whose work performance has been consistently high and is likely to continue being high even with increase in the work level or job responsibilities. Who exhibits the capability to assume greater responsibilities of a higher level, move up one Level in 2 years or two level in 5 years, in the same functional area or other wise. Who personifies or exhibits leadership qualities.
?
?
* Definition of some companies
The fundamental challenge in assessing managers is to distinguish between current performance and future potential
Performance Individuals current capability existing knowledge, skills, experiences and track record Current performance levels which gives an indication about the degree of match to the current challenges of his or her role. Potential The individual’s ability to handle ambiguity and complexity, make decisions and make effective judgements
Ability to provide effective leadership for the teams and manage a range of external and internal relationships
Performance related to goals
? There exists a tendency to continue to promote people who perform well until they stop performing. ? Senior managers in companies need to be able to offer leadership in ways that not only reveals and develops people with high potential but also continues to stimulate and motivate people whose capability develops at different rates.
High
A
B C
D
Low
High
Potential
How much more does a high performer generate annually than an average performer?
Future of Talent
Specialist
Hi- Pot Filter
General Management
Functional
Develop
Reward
Retain
Develop talent
? ? ?
?
? ?
Injection of new blood Career development Functional and inter company mobility Job empowerment Younger top management Compensation structure
Organisation Levels
A Template
• • • • • • • • Significant Leadership More strategic Lots of external contact Long Horizon (5 - 7 years)
A-B
C-D
Leadership Role Multi-functional Some strategic content Mid-Horizon (2 - 5 years)
E-F
• Managing Managers • Results in a different geography / industry • Some external contact • Short Horizon (2 years) • • • • Functional Skills Mostly internal contacts Operations Delivery Very Short Horizon (6 months)
Experience
?
Movements
? In company ? Cross Company
?
Training
? On the Job Training ? Cross Functional Training ? In Functional Training
? ?
Executive Programmes Leadership Development
?
Surround HIPOs with quality people. The most powerful inflectors of an employee’s potential are the employee’s managers, direct reports, and colleagues, as potential grows in the myriad of interpersonal interactions that occur between an employee and his or her coworkers. Properly leveraging these relationships will have more impact on employee potential growth than anything else an organization can do. Organizational commitment to development is vital. Potential grows in a climate of organizational commitment to employees and their development. Credible commitments require leadership at the most senior levels and development plans and training programs that go beyond traditional notions of effectiveness to convince employees of the organization’s sincere commitment to them. Leverage the personal challenge in the on-the-job experience. It is the presence of a personal challenge—high-risk, highly visible leadership opportunities—inside a development experience that inflects potential, not the development experience itself.
?
?
Key Insight
Organizations must consistently manage HIPO careers across The organization to ensure the needed quantity and quality of future executives.
Key Insight
Organizations must facilitate & maintain substantive & organization-wide HIPO networks to enable HIPOs to overcome job and career challenges effectively.
Key Insight
Key Insight
Organizations must ensure the viability and fulfillment of HIPOs’ career aspirations to facilitate longterm career engagement.
Organizations must imbue HIPOs’ roles with high-risk, personal leadership opportunities that accelerate learning.
?
? ?
?
? ?
Create ownership for “categories” of programmes ? internal ? external Get commitment of owners for the programmes Create a data base of the best in class faculty Get owners to design programmes along with faculty Create owners for “marketing the programmes” Review material,quality of handouts etc.
1) Identification of HI Pots ( Group/ company)
Focus on the 4% outstanding employees
2) Communicate- Status
Function heads should communicate status
3)
What does the Hi Pot WANT
HR to organise a workshop with hi pots to asses their aspirations and possible growth paths
4)
Finding the fit within the organisation
Function head along with HR to help hi pot meet career aspirations Job rotation/ training/ assignments/ education (at least one)
5)
Maintaining the records & career progression
Examples of Potential “Killers” ? Frequent business unit rotations ? Managing organizational politics ? Working without clear goals and objectives ? Working with team members you dislike ? Frequent manager changes
doc_504422299.pptx
This is a presentation describes about high potential employees.
89 percent of those surveyed thought it is more difficult to attract talented people now than it was three years ago
90 percent thought it is now more difficult to retain them.
Just 7 percent of the survey's respondents strongly agreed that their companies had enough talented managers to pursue all or most promising business opportunities. Companies scoring in the top quintile of talent-management practices outperform their industry's mean return to shareholders by a remarkable 22 percentage points.
How much more does a high performer generate annually than an average performer?
66%
Business Leader Managers with significant profit, loss, budget responsibility, or equivalent Frontline Manager Managers without significant profit, loss, budget responsibility, or equivalent
34%
Attract
Create and institutionalize the High Potential Management system
• Source and Identify Talent ( Internally/Externally ) •Assessing Develop Talent
• Mobility
• Cross Functional/ In function
• In company/ Cross Company • Training •Building Leadership ( Training, exposure, experiences mentors)
Internal Environment Quality of Feed
Development opportunities Movement Opportunities
External Environment Business Scenario
Talent Pool
Movements of Quality Inputs Continuous Improvement of stock Expand and Accelerate the flow of talent Continuous Rolling of talent pool Review the size of talent Pool
?
A High Potential Manager is one whose work performance has been consistently high and is likely to continue being high even with increase in the work level or job responsibilities. Who exhibits the capability to assume greater responsibilities of a higher level, move up one Level in 2 years or two level in 5 years, in the same functional area or other wise. Who personifies or exhibits leadership qualities.
?
?
* Definition of some companies
The fundamental challenge in assessing managers is to distinguish between current performance and future potential
Performance Individuals current capability existing knowledge, skills, experiences and track record Current performance levels which gives an indication about the degree of match to the current challenges of his or her role. Potential The individual’s ability to handle ambiguity and complexity, make decisions and make effective judgements
Ability to provide effective leadership for the teams and manage a range of external and internal relationships
Performance related to goals
? There exists a tendency to continue to promote people who perform well until they stop performing. ? Senior managers in companies need to be able to offer leadership in ways that not only reveals and develops people with high potential but also continues to stimulate and motivate people whose capability develops at different rates.
High
A
B C
D
Low
High
Potential
How much more does a high performer generate annually than an average performer?
Future of Talent
Specialist
Hi- Pot Filter
General Management
Functional
Develop
Reward
Retain
Develop talent
? ? ?
?
? ?
Injection of new blood Career development Functional and inter company mobility Job empowerment Younger top management Compensation structure
Organisation Levels
A Template
• • • • • • • • Significant Leadership More strategic Lots of external contact Long Horizon (5 - 7 years)
A-B
C-D
Leadership Role Multi-functional Some strategic content Mid-Horizon (2 - 5 years)
E-F
• Managing Managers • Results in a different geography / industry • Some external contact • Short Horizon (2 years) • • • • Functional Skills Mostly internal contacts Operations Delivery Very Short Horizon (6 months)
Experience
?
Movements
? In company ? Cross Company
?
Training
? On the Job Training ? Cross Functional Training ? In Functional Training
? ?
Executive Programmes Leadership Development
?
Surround HIPOs with quality people. The most powerful inflectors of an employee’s potential are the employee’s managers, direct reports, and colleagues, as potential grows in the myriad of interpersonal interactions that occur between an employee and his or her coworkers. Properly leveraging these relationships will have more impact on employee potential growth than anything else an organization can do. Organizational commitment to development is vital. Potential grows in a climate of organizational commitment to employees and their development. Credible commitments require leadership at the most senior levels and development plans and training programs that go beyond traditional notions of effectiveness to convince employees of the organization’s sincere commitment to them. Leverage the personal challenge in the on-the-job experience. It is the presence of a personal challenge—high-risk, highly visible leadership opportunities—inside a development experience that inflects potential, not the development experience itself.
?
?
Key Insight
Organizations must consistently manage HIPO careers across The organization to ensure the needed quantity and quality of future executives.
Key Insight
Organizations must facilitate & maintain substantive & organization-wide HIPO networks to enable HIPOs to overcome job and career challenges effectively.
Key Insight
Key Insight
Organizations must ensure the viability and fulfillment of HIPOs’ career aspirations to facilitate longterm career engagement.
Organizations must imbue HIPOs’ roles with high-risk, personal leadership opportunities that accelerate learning.
?
? ?
?
? ?
Create ownership for “categories” of programmes ? internal ? external Get commitment of owners for the programmes Create a data base of the best in class faculty Get owners to design programmes along with faculty Create owners for “marketing the programmes” Review material,quality of handouts etc.
1) Identification of HI Pots ( Group/ company)
Focus on the 4% outstanding employees
2) Communicate- Status
Function heads should communicate status
3)
What does the Hi Pot WANT
HR to organise a workshop with hi pots to asses their aspirations and possible growth paths
4)
Finding the fit within the organisation
Function head along with HR to help hi pot meet career aspirations Job rotation/ training/ assignments/ education (at least one)
5)
Maintaining the records & career progression
Examples of Potential “Killers” ? Frequent business unit rotations ? Managing organizational politics ? Working without clear goals and objectives ? Working with team members you dislike ? Frequent manager changes
doc_504422299.pptx