Best Practices for Identifying and Developing High Potentials

Flip Charts and Summary Notes

Flip Charts

Critical Thinking – Components

5.

1.

2.

3.

4.

Strategic Thinking Decision-Making Problem-Solving Creative Thinking Planning and Implementation

Questions for Identifying Hi-Po’s

• To Tell or Not to Tell • How are high potentials identified?

• What are the greatest barriers to identification?

• How do you overcome the barriers?

• Should you include older workers in the high potential pool?

Questions for Developing Hi-Po’s

• Should you try to accelerate their development?

• What are the signs of derailment?

• How do you prevent derailment?

• What support does your high potential development receive from senior leadership?

• What are the generational issues that need to be addressed in developing high potentials?

Notes from the group discussion

There was a lot of discussion around whether to tell the high potentials or not. Some in the room were for it and others were not. Bonnie Hagemann suggested a combination approach, telling them that they have been selected for development but not as a high potential and explaining to the rest of the workforce that this group was nominated by their supervisors for the development pool this year and that the company only has so much money to invest. Explain what other offerings the company offers for others and that there will be a new pool selected in 1 to 2 years.

Notes from discussion - continued

• For identification, participants said that they use various assessments. Judy Chartrand recommended using personality and cognitive ability assessments. Specific assessments mentioned were: • • •

The Caliper 360 assessments and interviews DDI assessments

We also recommend the Watson-Glaser Critical Thinking assessment and in-depth personality assessments such as the CPI 260® or the Hogan. Some organizations also use the FIRO-B for behavior and an interest inventory to align development with interest.

Notes from discussion - continued

There was also an expression of frustration with high potentials not having enough time to develop. We recommend that instead of trying to free up more time, that the high potentials are taught how to prioritize in order to be successful with the additional responsibilities.

One participant recommended requiring the high potentials to develop through stretch assignments that are tied to their volunteer work.

Contact Us

8 Executive Development Associates Bonnie Hagemann, [email protected]

Toll Free: 866-EXEC DEV (393-2338) www.executivedevelopment.com

Pearson Judy Chartrand, [email protected]

888-298-6227 www.thinkwatson.com

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