Q What’s the difference between high potentials and others in the company ?

A If you have to isolate a single distinguishing element, it would have to be the ability and speed in which a high potential can take on new information, new skills and the attitude needed to assume greater responsibility. A high potential is able to do this much more quickly and effectively than other members of the organisation and can be groomed to be the future leaders.

Q Some companies identify top performing employees as future leaders to groom. Are there any flaws in this system?

A High performance is often a key criteria for high potential programmes as it is the most easily observed and measured criteria. I think the flaw in that system is in definition because that is based on a definition of high performance, as opposed to a definition of a high potential. Often the terms are used interchangeably but they are quite different. High potential by definition is the latent potential to take on and deliver and perform new responsibilities, while high performance people are currently delivering the outcomes.

From our studies, 93% of high potentials are in fact also high performers. But only 71% of high performers are also high potential, because a lot of these high performers may have reached the maturity in their career or the full extent of their ability.

Q How do HR leaders identify high potential employees?

A Once the definition, that a high potential is one that can learn at a dramatically faster rate than the organisation is understood, then we can look at the key assessment criteria. We can identify three key identification criteria that transcend levels in organisations. The first identifier is the learning quotient, or the ability to take on information. Second would be their EQ and IQ. The third factor is the person’s attitude and how motivated they are to take on bigger roles in their career.

If you look at these areas, it’s really important to think about how high potentials can fit anywhere in the business. Attention paid to high potentials is often at the top level where we are looking at executives moving into management, or at an entry-level where they look at graduate leadership programmes.

There is growing awareness from organisations that if they are going to compete effectively for talent they need to adopt a longer term strategic HR policy focused on developing potential internally rather than the more expensive alternative of buying talent in externally.

Q What can HR do about undeperforming high potentials?

A A small percentage of high potentials (5 to 7%) are likely not to be performing. This comes back to derailment and when people of high potential are progressed into bigger roles and are often pushed outside the sphere of their immediate capability.

Competencies and attributes that may have been commendable such as confidence and assertiveness early in the high potential career phase might later be described as arrogance as they move into more people management roles. This can be frustrating for the young high potential and reinforces the need for ongoing monitoring and feedback through different transition periods to keep the high potentials on track.

I think derailment often leads to the situation where you might have a high potential but they may have found themselves in an area out of their comfort zone. And at that point, it’s really important that the organisation has the appropriate support structures to ensure that high potentials can transition into being very successful in their increased capacity.

Q What support should be provided?

A What we found is that high potentials post the greatest level of importance on areas that are geared specifically to their own individual development. They respond best to initiatives such as being assigned a senior-level mentor from the organisation that they can share experiences with. 360 degree surveys are a great source of insight for the high potentials as to where the gap in the capability might have been and where they need to focus their attention to develop into the bigger role. Development centres at specific stages in their career phase are also highly valued and an effective programme to maximise high potentials in organisations.

Simon Bell has been the director of outsourced solutions & talent management at Hudson Asia since 2006 and has an international business MBA from Monash University