IDENTIFYING AND ASSESSING HIGH- POTENTIAL TALENT

Overview

• High potentials always deliver strong results, master new types of expertise, and recognize that behavior counts. But it’s their intangible X factors that truly distinguish them from the pack.

The Four X Factors of High Potentials1. Drive to excel2. Catalytic learning capability3. Enterprising spirit4. Dynamic sensors

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nothing new

• Assessment psychology always focused on high potential

• High potential (probability) that behavior x occurs in the future

• Any psychological construct (talent, motivation, creativity) predicts future behavior and critical incidents

Vilfredo Pareto (1848-1923)

20% of the workforce = 80% of the productivity.

80% of the workforce = 20% of the productivity.

HiPo’s

the rest

The DNA of HiPo’s…

Rewarding Smart Productive Leader-like Entrepreneurial

warmtrustworthypredictable

curiousadaptable

fast learner

hardworkingenergetic

high standards

ambitiousresilient

good judgment

creativeopportunistic

visionary

The DNA of HiPo’s…

Rewarding Smart Productive Leader-like Entrepreneurial

warmtrustworthypredictable

curiousadaptable

fast learner

hardworkingenergetic

high standards

ambitiousresilient

good judgment

creativeopportunistic

visionary

SensitivityAdjustmentSociability

InquisitiveLearning approach

AmbitionPrudence

Adjustment (-)

AmbitionSociabilitySensitivity

InquisitivePrudence (-)Sociability

Excitable (-)Bold (-)

Reserved (-)

ImaginativeSkeptical

DutifulDiligent (-)

Bold

MischievousColorful

Bold

InquisitivePrudence (-)Sociability

AffiliationAltruism

Hedonism

ScienceAesthetics

RecognitionSecurity

Commerce

PowerRecognitionCommerce

Tradition (-)AestheticsSecurity (-)

Consequences of poor HiPo identification

• Failing to identify true HiPo’s causes them to leave for a competitor

• Identifying “fake” HiPo’s alienates coworkers (especially true HiPo’s)

Managing and Developing High Potentials

• Engagement key to retaining HiPo’s • Good leadership creates engagement

Defining High Potential Talent

• high-potential employee is one who has been identified as having the potential, ability, and aspiration to hold successive leadership positions in an organization

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Identify High Potentials

• Step 1: Plan for the future. • Step 2: Define high-potential criteria• Step 3: Make the high-potential criteria

measureable. • Step 4: Identify high-potential candidates.

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• Ability—A combination of the innate characteristics and learned skills that employees use to carry out their day-to-day work

• Engagement—The extent to which employees are committed to something or someone in the organization

• Aspiration—The extent to which an employee wants or desires prestige and recognition in the organization, advancement and influence, financial rewards, and work-life balance

An effective HIPO identification process typically includes the following:

Nominate Selected Direct Reports as HIPOsComplete the HIPO nomination form, rating the employee on the established leadership competencies and his/her ability, engagement, and aspiration.

As a manager, you will need to observe and identify your high potential direct reports. To make sure you identify and nominate the right individuals, you should assess them on the following three parameters:

Nominations are Approved by your Manager

Nominations are Rejected by your Manager

High Potential Identification and Nomination Process

Understand the MismatchReview and address inappropriate nominations.

Create Development PlansFor approved nominations, identify development opportunities.

Identify High Potentials ID High

Potentials

Charles DarwinJanis JoplinStanley Kubrick

Gene SiskelThomas Jefferson

Albert Einstein

Louis PasteurHenry FordJohn Kennedy

Natalie WoodMarie CurieHelen Keller

Mary CassattNeil Armstrong

James DeanBruce Lee

Marilyn MonroeKatie CouricJohnny Carson

Charlie ChaplinWinston ChurchillNapoleon Bonaparte

Past Performance

Gro

wth

Pot

entia

l

Performance Results

4SR

4MT

3

32

3

4

4

5

High

HighLow

Pote

ntia

l Ass

essm

ent

Johnson & Johnson Folio Map ID High

Potentials

The Four Lenses*

PotentialAssessment

PerformanceResults

Position’s Levelof Accountability

People DevelopmentCodes

Size ofCircle

Low

5 – Outstanding 4 – Superior 3 – Competent 2 – Needs Improvement 1 – Unacceptable

Put CHARACTER at the core

Turknett Leadership Character Model™

ID High

Potentials

Assessment and Gap Analysis

• Assessment against core, leadership and functional competencies• Gap Analysis for each person and for each position• Sample Assessment tools:

– 360 Degree Feedback– Hogan – Leadership Potential– Hogan – Leadership Challenges– Hogan – Values & Preferences– Watson Glaser – Critical Thinking– Turknett – Leadership Level interview– Structured Behavioral Interview

• Assessment Center may be included

Assess

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• Learning agility: an ability and willingness to learn from experience and to apply that learning to new and first-time conditions.

• Formative experiences: the accumulated knowledge that shapes and prepares the individual to be successful in higher-level positions.

• Self-awareness: the ability to identify personal strengths and weaknesses and how they affect others.

• Leadership traits: the behaviors that contribute to being a successful leader.

• Motivation to lead: the drive and desire to be a leader.• Logic and reasoning: the cognitive abilities necessary to solve complex

problems.• Derailment risk: the risk of failure in higher-level positions.

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Assessment toolkit to identify High Potential Employee

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• Step 1: Talent bench review

• Step 2: The 9-box grid

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Criteria to Distinguish Hipo Employees

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What Types of Assessment?

How can organizations assess existing staff to track high potentialsand ensure new hires meet the future needs of the business?

Assessment:• Online Psychometric Assessments• Leadership/Management Assessment Batteries • Assessment and Development Centers• 360 degree feedback surveys and business assessments • Competency model profiling, behavioral based interviews, multi-rater

assessment tools

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Assessment Benchmarking

Gather performance data for each employee

Each employee completes assessment(s)

Identify appropriate assessments

Define performance

standards

Identify incumbent

sample

Match employees performance data with their assessment data

Statistically analyze data to determine which

assessment(s) scale(s) predict on-the-job

performance Develop recommendations and plans regarding future assessment and selection

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Assessment/Development Centers?

What is an assessment/development center?An assessment/development center is a process designed to identify an individual’s strengths, weaknesses, and potential in a current or future role.

The assessment process is characterized by:– Multiple participants rated by multiple assessors on several varied

exercises– Many of these exercises are designed to assess competencies– Data integration: a structured evaluation of the participant in which

assessors present objective evidence and reach a consensus decision

The outcome of an assessment/development center are: – Written reports detailing a participant’s competencies as they relate to

job requirements– One-to-one sessions examining the reports

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Why Assessment Centers?• Combine multiple assessment and business simulation methodologies to

achieve the best possible predictor of future performance• Offers comprehensive secondary evaluation of preferred candidate

strengths and weaknesses• Are the most powerful tool to predict the profile you want to hire – save

money over time• Measure performance and potential therefore strengthening the

leadership pipeline – allowing organizations to develop training strategies to further develop and grow talent

• Hiring managers can be involved and refresh their own assessment/coaching skills

• Offer broad range of competencies, individually or in group• Provide wealth of information available to feedback to all involved• Offers great opportunity to seal psychological contract

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Assessment Centers Drive Performance

Drivers

Competencies

Trai

nabl

eU

ntra

inab

leTechnical Skills

Discipline UnderstandingKnowledge & Experience

CapabilityDemonstrated competencies

AttributesBehaviours that infer potential

Motivational Fit

Career Fit

Do they have the required technical skills?

Do they have the experience and understanding necessary?

Can they demonstrate the behaviours necessary for high performance?

Do they have development potential?

Will aspects of the role motivate them?

Does the role meet their current career objectives?

Questions

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Trai

nabl

eU

ntra

inab

leTechnical Skills

Discipline UnderstandingKnowledge & Experience

CapabilityDemonstrated competencies

AttributesBehaviours that infer potential

Motivational Fit

Career Fit

PreferentialInterviewing

Behavioural Interviewing

Psych Assessment

Behavioural Interview

Resume ScreeningTechnical Tests

Preferential Interview

…and Tools To Assess Each Area

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Assessment Centers

Advantage• Most powerful tool to predict

profile you hire – saves money over time

• Hiring managers can be involved and refresh their own assessment/coaching skills

• Performance and potential• Broad range of competences,

individually or in group• Wealth of information available

to feedback to all involved• Offers great opportunity to seal

psychological contract

Disadvantage• Time investment required

from candidate – though they get more in-depth feedback in return and can also make an informed decision

• Relatively expensive in short term – though saves money in the long run