They can then reset expectations as necessary. Each year, HIPOs and managers review the plan together and make sure that the HIPO’s wish list and development are aligned to realistic opportunities. It means they only make promises that they know they can deliver. Many companies have started to write “HIPO contracts” and put plans in place that they change as circumstances change. Only one-in-nine organizations ask their high-potentials for such a reciprocal commitment. This should be clearly understood on both sides. To avoid setting unrealistic expectations and reduce risk, organizations should formalize the HIPO commitment from both the employer and the employee. If HIPOs see selection as a guarantee of promotion that’s not fulfilled, then they could leave, or even pursue compensation. Nervous about expectationsĪ fast-changing work environment can mean that opportunities for promotion are delayed, never materialize, or are less than hoped for. Objective assessments of employees’ ability, aspiration and engagement will tell HR teams whether their nominated HIPOs really do have the qualities they need to reach a senior position, succeed in it, and stick around long enough to repay all the investment. Yet only 15 percent of high performers are also high-potential. If firms get any of that wrong they could open themselves up to reputation-damaging and costly legal challenges.Īlmost half of companies don’t have a systematic process for identifying HIPOs and rely on subjective measures, often based on an employee’s past performance. Lifting the veil on who is a HIPO may throw unwelcome light on the selection criteria: Is the method consistent? Is the company sure it doesn’t discriminate by gender, age or race? Is it based purely on the subjective views – even bias – of line managers? And there are also concerns that telling HIPOs they’ve made it could create a class of entitled employees who simply rest on their laurels. Shy about selectionīut, although most HR teams know this already, they still don’t tell HIPOs that they’re in the club.Īs Chief Executive magazine observed, many HR teams worry about demotivating those who aren’t selected – which is why organizations need talent development programs that address all their employees, not just HIPOs. It’s a strong incentive to stay where they are. Going somewhere else could easily mean they lose their favored status, or lose advocates in the company whose endorsement could be a big help to them later. Many HR teams, and those in charge of “HIPO programs” worry understandably that they won’t be able to engage their most promising employees or develop them properly if they don’t even know they’ve been singled out.Įspecially as those who know they’re high potentials may well be less inclined to jump ship. Having spent a good deal of time and trouble identifying their rising stars, 63 percent of companies don’t tell them they’re HIPOs. Most HR professionals say that finding and developing high potential employees (HIPOs) is a top priority, but for employees it can seem like joining an elite secret service - one so secret you may not even know you’re a member.
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