In the high-stakes world of talent management, there’s a question that can make even the most seasoned HR professionals and leaders in many organizations break out in a cold sweat: “Are we investing in the right people?”
It’s the corporate equivalent of solving a Rubik’s Cube blindfolded. Do you pour your resources into the reliable high performers who are delivering results right now, or do you take a chance on those high-potential employees who might be the leaders of tomorrow? And here’s the real brain-teaser: what if you could do both?
I’ve been in the HR game for longer than I care to admit (let’s just say I remember when “the cloud” only referred to something in the sky), and if there’s one thing I’ve learned, it’s that identifying HiPos (High Potential Employees) is both an art and a science. It’s kinda like trying to find a unicorn in a field of horses. Not impossible, but you need to know what you’re looking for!
Let me walk you through my approach to make identifying HiPos easier.
Define What a High Potential Employee Means for Your Organization
Before we identify high potential employees, we need to know what we’re looking for. You don’t want to hit the store without a list. Next thing you know, you’ve got a cart full of chips and no actual dinner. Not saying I’ve been there or anything…
First things first, sit down with your leadership development team and talk over what necessary skills, character traits and qualities will drive your company forward in the next 5-10 years. Maybe it’s adaptability in a rapidly changing industry, leadership skills, technical skills or innovation in a tech-driven field. Whatever it is, make sure it aligns with your company goals.
Don’t forget to consider your company culture. A HiPo in a start-up might look different from a HiPo in a Fortune 500 company. Think about what “potential” means in your unique environment. And remember, you’re identifying future leaders here. Don’t get too stuck on job titles. That low key coder could actually be a future rockstar CTO. Honestly, in my experience, they usually are!
Once you’ve got all this figured out, create a clear, concise profile of what a HiPo looks like for your organization’s success. This might include traits like learning agility, strategic thinking, high emotional intelligence, and drive for results.
Implement a Robust Performance Management System
Now that we know what we’re looking for, how do we find it? Performance management system of course! It’s your HiPo radar, if you will.
First off, you want to ditch the annual review dinosaur. Implement frequent check-ins between employees and managers. Think monthly or quarterly. This gives you a more accurate, real-time picture of employee engagement and performance.
Next, get input from all angles with 360-degree feedback. It’s really a jigsaw puzzle. Each piece gives you a fuller picture of the employee’s potential. And don’t forget about objective metrics. While soft skills are crucial, hard data is your friend. Set measurable KPIs for each role and track them consistently.
Here’s what you need to keep in-mind: make your evaluations future-focused. Don’t just assess current and past performance. Include questions about adaptability, learning new skills, and handling new challenges. After all, we’re looking for potential, not just performance.
Why did the HiPo cross the road? To get to the other side… of the high performance bell curve!
Look for Learning Agility
If there’s one trait that HiPos possess that separates them from the no-gos, it’s learning agility. The ability to learn, unlearn, and relearn is a must these days.
So, how do we spot these continuous learning machines? Well, you want to start by observing how they handle new projects or roles. Do they dive in enthusiastically or kinda shy away from the unfamiliar? The adventurous ones are likely your HiPos.
Don’t be shy about asking about their learning habits. What books are they reading? What courses are they taking? A true HiPo is always hungry for knowledge. They’re the ones with a browser full of bookmarked TED talks.
One thing I like to do is give them stretch assignments. Toss them into the deep end (don’t worry, with a floatie) and see how they handle it. The ones who aren’t just staying up but doing laps? Yeah, those are your HiPos.
Also, keep an eye out for pattern recognition. HiPos thrive at connecting dots across different areas of the business. They’re like those detectives in crime shows who see connections no one else does – except instead of solving murders, they’re solving business problems.
I remember working with a customer service rep who always seemed to know what was happening in other departments. Turns out, she was spending her lunch breaks chatting with other employees from across the company, soaking up knowledge like a sponge. Needless to say, she’s now heading up the cross-functional projects team.
Assess Emotional Intelligence
Okay, pop quiz: What’s the difference between a good manager and a great leader? If you said “emotional intelligence,” give yourself a gold star!
Emotional intelligence (EQ) is literally the secret sauce of leadership. It’s what turns a competent boss into an inspiring leader. So how do we gauge it? Honestly, just start by observing interpersonal interactions. How do they handle conflicts? Do they build rapport with co-workers easily?
Look for self-awareness too. Can they accurately assess their own strengths and weaknesses?
Empathy is another big one. Do they consider others’ perspectives and feelings?
And don’t forget about stress management. How do they handle pressure and setbacks? The ones who can keep their cool when the kitchen’s on fire (metaphorically speaking, I hope) are your HiPos.
So next time you’re in a meeting, watch how people react when their ideas are challenged with constructive criticism. The ones who respond with curiosity rather than defensiveness? They could be your HiPos.
Evaluate Strategic Thinking Skills
Strategic thinking is like chess vs checkers. It’s about seeing the big picture, anticipating challenges, and planning several moves ahead.
To spot these strategic thinkers, look for systems thinking. Can they see how different parts of the organization interact?
Assess their problem-solving skills too. Do they approach issues from multiple angles? The ones who can turn a problem upside down and inside out before solving it are your strategic thinkers.
Also, check their long-term vision. Can they articulate where they see the company (or their department) in 5-10 years?
And when it comes to decision-making, do they consider long-term implications or just short-term gains? The ones thinking three steps ahead are most likely your HiPos.
One of my friends in HR once had an employee who came to them with a 20-page report on how they could optimize their supply chain. It was unsolicited and absolutely brilliant. That’s the kind of initiative and big-picture thinking you want in a HiPo.
Look for Leadership Potential
Not all HiPos will be extroverted charisma machines, and that’s okay. Leadership skills come in many flavors. It’s like ice cream – whether it’s vanilla, chocolate, or strawberry, it’s all delicious!
You want to recognize employees with influence without authority. Do people naturally turn to them for advice or direction?
Check for mentorship tendencies too. Do they help others around them with professional development? The ones who lift as they climb are your future leaders.
Accountability is another biggie. Do they take ownership of their work and decisions? Think video games on hard mode. Are they looking for cheat codes?
And of course, communication skills are crucial. Can they articulate creative ideas clearly and inspire others? HiPos can break down the most intricate concepts into simple, actionable steps.
Remember, leadership potential is not about being the loudest voice in the room. Sometimes, it’s the quiet ones you need to watch out for.
Assess Cultural Fit and Embodiment of Company Values
Now, I know “cultural fit” can be a bit of a loaded term. We’re not looking for clones here, people! What we want are individuals who align with and enhance our company values.
I highly recommend you start by observing their interactions. Do they collaborate well with diverse teams?
Look for value alignment also. Do their actions reflect the company’s core values? It’s not about talking the talk, but walking the walk, you know.
Assess their ability to form positive relationships and their impact on team morale. Do they lift others up or bring them down? The ones who can brighten a room just by entering it? They’re your culture champions.
And don’t forget about adaptability. Can they navigate different departments and hierarchies smoothly? Can they adapt to any environment while still staying true to themselves?
A word of caution though! Be careful not to confuse “cultural fit” with “just like us.” Diversity of thought and background is crucial for innovation and growth. You’re looking for people who share your values, not your demographics.
Implement Talent Reviews and Succession Planning
Talent reviews and succession planning is basically you building a game plan for where your company’s headed.
The best way is to start with regular talent reviews. Get your leaders together to discuss the key performance indicators and potential of their team members. This isn’t a time for vague impressions. You need data and specific examples.
Create a talent matrix. Plot your employees on a grid of performance vs potential. Your HiPos will likely be in that top-right quadrant.
Develop succession plans for the top talent pool at each key role. This isn’t just about the C-suite. Think about critical roles at all levels.
And here’s a super crucial point, be transparent about these processes. Let employees know about these processes. It can be an amazing motivator for high performers to know they’re being considered for future leadership positions.
Provide Stretch Opportunities to Recognize high potential employees
Trying to find your HiPos? Hand them a tough assignment (not too crazy – we’re all good here), and you’ll quickly see who sinks and who swims. It’s also a great way to develop high potential employees.
Start by creating cross-functional projects. Look for people who volunteer for initiatives outside their comfort zone. They’re your potential HiPos.
Give them opportunities to lead small teams as leadership training. Who steps up to lead when given the chance? Think of a game of musical chairs. When the music stops, who naturally takes the lead?
Create presentation opportunities too. Who’s willing to present to senior leadership roles or at industry conferences?
And when a crisis strikes (because let’s face it, it will), pay attention to who keeps their cool and takes charge. The ones who remain calm and focused are your future leaders 100%.
Remember, it’s not just about who volunteers for leadership positions, but how they perform when given these leadership opportunities too. A true HiPo will rise to the challenge and probably surprise you with their skills and adaptability.
Use Psychometric Assessments (But Don’t Rely on Them Exclusively)
Psychometric assessments can be useful in your toolbox to identify high potential employees for sure. But remember – they’re just one piece of the puzzle, not the whole picture.
When picking assessments, stick to the ones that are legit and backed by science. You want something grounded in real research, not just whatever’s trending right now. We both know those trends don’t last.
Use these assessments as a supplement to your other observations.
Look for patterns in the results rather than focusing on individual scores.
And don’t forget to share the results with employees as it increases the effectiveness of development programs.
Heads up though, I’ve seen companies get so hyped on assessment scores that they forget about actual employee performance. These tools should guide your decisions, not make them for you.
At the end of the day, identifying HiPos is tricky – it takes a blend of hard data, sharp observation, and yeah, a little gut instinct.
FAQs
What’s the difference between a high performer and a high-potential employee?
A high performer excels in their current role, while a high-potential employee shows the ability to succeed in future, more complex leadership roles. High performers deliver great results now, but high-potentials demonstrate the agility, strategic thinking, and leadership qualities needed to grow into larger responsibilities over time.
How early can we identify high potential?
While early signs may appear, it typically takes 6-12 months to accurately identify high potential. This time allows you to observe how high performing employees handle various situations, adapt to challenges, and interact with the team. Early impressions can be misleading, so patience is key in spotting true high-potential.
How can we avoid bias in identifying high-potential employees?
Set clear, objective criteria for high potential. Use diverse evaluation panels to get multiple perspectives. Implement blind review processes where possible. Provide regular bias training for all involved in the process. Continuously review and update your identification methods to ensure they remain fair and inclusive.
What if a supposed HiPo doesn’t live up to expectations?
First, try to understand why. Are they in the right role? Do they need more support or development opportunities? If after support and feedback they’re still underperforming, it’s okay to reassess. Remember, potential is important, but consistent performance matters too. Be willing to adjust your assessment if necessary.
How do we retain our high-potential employees?
Keep HiPos engaged with challenging assignments, opportunities for visibility, and clear advancement paths. Invest in their development and show them a future with your organization. Provide competitive compensation and recognition. Regular check-ins and mentoring can also help keep them self motivated and committed.
Can introverts be high-potential employees?
Absolutely! Introverts often excel in deep thinking, careful analysis, and one-on-one interactions. Look beyond surface-level traits and create opportunities for them to showcase their strengths. Introverts may not be the loudest voices, but they can be powerful strategic thinkers and leaders.
