identifying highpotentials

HRTalentpro Succession Planning

Model ©

Nancy Rehbine Zentis, Ph.D., and Michael Schick

Identifying High Potentials

All materials copyrighted

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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.


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Performance - Potential Model

Per

form

ance

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


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Performance Rating Scale

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

Developing Effectiveness Effectiveness Exemplary Effectiveness

1 2 3


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Performance Objectives Combined With Potential Ability

“Performance” (past) “Potential Ability” (future)

• 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

• Learning Agility*• Mental Agility• People Agility• Change Agility• Results Agility

*Example Competency Categories

Predictors of Success


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Other “Potential” Indicators

• 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)


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Readiness Rating Scale

5 - Ready Now – 0 to 1 YearHigh performer and high potential

4 - Short Term Promotable – 1 to 2 YearsEither high performance and moderate potential or average performance and high potential

3 - Long Term Promotable – 2 to 3 YearsEither average performance and moderate potential or high performance and moderate potential

2 - Wait and See – 3+ YearsAverage 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


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Long Term Promotable

Wait and See

POTENTIAL

PERFORMANCE

Well Placed

Wait and See

Performance-Potential Matrix

Wait and SeeWell Placed

Short Term Promotable

Long Term Promotable

Well Placed



Low Low-Moderate

Moderate-High

High

Average

Above Average

High

Manager Online Ratings Input: -Performance * -Potential


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High Potential Planning Data Flow

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


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Process For Identifying High Potentials

1. Identify Levels of Performance2. Rate Potential (Learning Agility) 3. Plot Individuals on Grid4. Identify “Other” predictors of Potential from a

Employee Career Profile Predictor5. Conduct “Calibration Meeting” to Determine

Final Readiness Consensus Ratings (boss, boss’ boss, and HR)

6. Plot final Consensus Ratings7. Perform a Gap Analysis by Individual8. Create a Development Plan for Each

Individual


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Database Information for Calibration Meeting

Learning Agility Competencies

F Name L NamePerformance

RatingTotal Potential

ScorePotential

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

EffectivenessExemplary

Effectiveness2 = Above Average >=2.35 - Medium-High

1 = Average >=2.0 - Low - Medium 1 2 3 <2.0 - Low


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First Round Performance-Potential Plotting

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

POTENTIAL

PERFORMANCE Average

Above Average

High

Low Low-Moderate

Moderate-High

High


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Calibration Meeting

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


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Final High Potential Placement

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


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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

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