Identifying Highpotentials
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Identifying Highpotentials

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How to identify and select High Potentials

How to identify and select High Potentials

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    Identifying Highpotentials Identifying Highpotentials Presentation Transcript

    • HRTalentpro Succession Planning Model © Nancy Rehbine Zentis, Ph.D., and Michael Schick Identifying High Potentials
    • Identifying High Potentials
      • Most organizations are seeking an objective method to identify a pool qualified performers with potential to advance.
      • They usually base their decisions on the requirements of the critical position and “other” critical competencies and requirements to meet future organizational needs
      • However, our model incorporates “performance ratings over time”, and a “potential for movement” rating plus “other” criteria to determine the level of readiness.
      • Our database tracking system allows managers to rate the high potential’s level of readiness, to calibrate group readiness, and to create individual development plans and track individual/group progress over time.
      All materials copyrighted
    • Performance - Potential Model
      • Performance
      All materials copyrighted
      • Potential
      High Performance High Potential Average Performance High Potential High Performance Low Potential Average Performance Low Potential This model shows how performance and potential is plotted separately on a matrix to determine readiness levels. High Low
    • Tools for Identifying High Potentials
      • Performance Rating Overtime - 2 years+
      • Competency (Potential) Assessment Rating
      • Performance With Potential
      • Other Criteria (Career Profile/Job Profile Analysis)
      • Readiness Rating Scale
      • Performance Potential Matrix
      • High Potential Data Process Flow
      • Database Information
      • Initial Performance Potential Matrix
      • Final Consensus Placement
      • Development Planning
      • Feedback Reporting
      • Administrative Functions
    • Performance Rating Scale All materials copyrighted
        • 1. High Performer
          • Consistently exceeds performance standards/established objectives, achieves stretch goals, and continuously demonstrates proficiency in all job competencies.
        • 2. Above Average Performer
          • Usually achieves, and occasionally exceeds, performance standards/established objectives, and demonstrates above average proficiency in the job competencies.
        • 3. Average Performer
          • Achieves some, but not all, performance standards/established objectives, demonstrates average proficiency in the job competencies .
      Results vs. Objectives
    • Competency (Potential) Rating Scale
      • Developing Effectiveness - 1
      • Effectiveness - 2
      • Exemplary Effectiveness - 3
      3 2 1 Exemplary Effectiveness Effectiveness Developing Effectiveness
    • Performance Objectives Combined With Potential Ability
      • Achieves results in a variety of areas
      • Recognized functional, technical, and managerial leader
      • Can be counted on to perform, especially in tough times
      • Demonstrates a high level of proficiency in job competencies
      • Works independently with little or no supervision
      All materials copyrighted “ Performance” (past) “ Potential Ability” (future)
        • Learning Agility*
        • Mental Agility
        • People Agility
        • Change Agility
        • Results Agility
        • *Example Competency Categories
      Predictors of Success
    • Other “Potential” Indicators All materials copyrighted
      • Current job role (over and above performance)
      • History with the company (other positions held)
      • Job experience prior to the company
      • Education/Certifications
      • Other significant events/accomplishments
        • “ Turnaround” of business unit
        • Leading a taskforce/special project
        • Outstanding achievement
      Other Predictors of Success (High Potential’s Career Profile matched to Critical Position Job Profile)
    • Readiness Rating Scale All materials copyrighted 5 - Ready Now – 0 to 1 Year High performer and high potential 4 - Short Term Promotable – 1 to 2 Years Either high performance and moderate potential or average performance and high potential 3 - Long Term Promotable – 2 to 3 Years Either average performance and moderate potential or high performance and moderate potential 2 - Wait and See – 3+ Years Average performance (may be due to being new in the job, having an inappropriate assignment, little or no coaching/development, etc.), but shows signs of potential 1 - Well Placed – Average performance, but few signs of potential
    • Performance-Potential Matrix All materials copyrighted Long Term Promotable Wait and See POTENTIAL PERFORMANCE Well Placed Wait and See Wait and See Well Placed Long Term Promotable Well Placed Low Low-Moderate Moderate-High High Average Above Average High Short Term Promotable Short Term Promotable Short Term Promotable
    • High Potential Planning Data Flow Manager Online Ratings Input: -Performance * -Potential All materials copyrighted Automatic Feed: -Database Compilation -Plotted on Grid Final Ratings: -Manager Online Adjustment * -Automatically Plotted on Grid Calibration Meeting Automatic Feed: -Additional Data from Career Profile Predictor Employee Online Input: -Career Profile Predictor * May be directly loaded from company database By Employee By Manager (Est . Time = 5 min. per employee) (Est. Time = 10 min. per employee) *If different from original input
    • Process For Identifying High Potentials All materials copyrighted
      • Identify Levels of Performance
      • Rate Potential (Learning Agility)
      • Plot Individuals on Grid
      • Identify “Other” predictors of Potential from a Employee Career Profile Predictor
      • Conduct “Calibration Meeting” to Determine Final Readiness Consensus Ratings (boss, boss’ boss, and HR)
      • Plot final Consensus Ratings
      • Perform a Gap Analysis by Individual
      • Create a Development Plan for Each Individual
    • Database Information for Calibration Meeting All materials copyrighted Learning Agility Competencies F Name L Name Performance Rating Total Potential Score Potential Readiness #1 #2 #3 #4 Lows Highs Sam Garvey 3 2.25 Low-Med. 1 3 2 3 1 2 Mary Boswell 3 2.25 Low-Med. 2 2 2 3 0 1 Sue Timmons 3 2.75 High 3 3 2 3 0 3 Michael Smith 3 1.75 Low 2 2 2 1 1 0 John Phillips 2 2.25 Low-Med. 2 2 3 2 0 1 Nancy Ray 2 2.00 Low-Med. 1 3 2 2 1 1 Dennis Hill 2 2.50 Med.-High 3 1 3 3 1 3 Jim Johnson 2 1.25 Low 1 1 1 2 3 0 Kay Robbins 1 2.75 High 2 3 3 3 0 3 Ted McGuire 1 2.50 Med.-High 3 3 2 2 0 2 Performance Scale Potential Scale Learning Agility Competency Rating 3 = High >=2.65 - High Developing Effectiveness Effectiveness Exemplary Effectiveness 2 = Above Average >=2.35 - Medium-High 1 = Average >=2.0 - Low - Medium 1 2 3 <2.0 - Low
    • First Round Performance-Potential Plotting All materials copyrighted POTENTIAL PERFORMANCE Average Above Average High Low Low-Moderate Moderate-High High WELL PLACED LONG-TERM PROMO SHORT-TERM PROMO READY NOW     Michael Smith Sam Garvey   Sue Timmons   Mary Boswell                                                 WELL PLACED LONG TERM PROMO SHORT TERM PROMO SHORT TERM PROMO   Jim Johnson John Phillips Dennis Hill   Nancy Ray                                                 WELL PLACED WELL PLACED-WAIT AND SEE WAIT AND SEE WAIT AND SEE       Ted McGuire Kay Robbins                            
    • Calibration Meeting All materials copyrighted
      • Instructions: HR, Manager, and Manager’s Manager review by Individual Employee
        • Review position on the Performance Potential Matrix
        • Discuss “Other” Indicators of Potential *(See Career Profile Predictor)
        • Agree to final Readiness Rating (RN, SP, LP, or WP),
        • Update database
        • Identify potential area(s) for development (e.g. Learning Agility Competencies, job assignments, special projects, mentoring, etc.) and create a development plan - near term and long term if needed
    • Final High Potential Placement All materials copyrighted POTENTIAL PERFORMANCE WELL PLACED LONG-TERM PROMO SHORT-TERM PROMO READY NOW     Michael Smith Sam Garvey   Sue Timmons   Moved (Mary Boswell) Mary Boswell                                               WELL PLACED LONG TERM PROMO SHORT TERM PROMO SHORT TERM PROMO   Jim Johnson John Phillips Dennis Hill   Moved (Nancy Ray) Nancy Ray                                                 WELL PLACED WELL PLACED-WAIT AND SEE WAIT AND SEE WAIT AND SEE       Ted McGuire Kay Robbins                            
    • Benefits of Calibration
      • Effective Succession Planning Process Drives Business Results by ensuring the best people get promoted
      • Ensure the Right People are Developed For Future Needs
      • Increase Leadership/Employee Satisfaction
      • Retain Key Talent By Providing a Process Toward Promotion
      • Define a Career Development Process for Each Position
      • Develop functional pools of internal talent
      • Improve productivity and profitability
      • Increase employee engagement, collaboration, and job satisfaction
      All materials copyrighted
    • Development Plan
      • Individuals select goals, and define action items based on the competency assessment
      • Individuals set dates, track progress, and update actions when needed
      • Managers have access to provide input, coaching and to monitor development activities
      • Allows the administrator to track progress, set controls, and run reports
    • Follow up Feedback
      • Employees and Managers rate their progress and provide feedback to support achievement of goals
      • Administrator’s track progress and run reports
      • Development progress can be analyzed and measured
      • Employee potential status can be reviewed and updated regularly
    • Administrative Function
      • Administrators
        • Provide participants access to the database - set usernames, identify user groups
        • Monitor status and progress
        • Run reports
        • Evaluate outcomes
        • Update career profiles and job profiles
        • Upload information from other databases
        • Email users
        • Set user control access
        • Search for potential candidates
        • Provide information for Managers and HR to calibrate high potential readiness