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What drives away high-potential talent

2018-05-03 08:00:06

Nowadays, almost every architectural design institute has its own talent training program for rising stars, because high performers can have a huge impact on the business performance of architectural design institutes. However, not much can be achieved. In a study of leadership development conducted by the author of this article, nearly 40% of high-potential employees in organizations who work internally for change are ultimately unsuccessful. Over the past six years, the architecture recruitment specialist Design Talent Network has surveyed more than 20,000 so-called "rising talent" employees at more than 100 companies around the world about their perceptions of their employers, the way they are treated by architecture and design institutes, and their response to changes in the economic landscape. From these surveys, the authors uncovered a common fact: most math and science teams make serious mistakes in their efforts to train the next generation of leaders. This article provides an in-depth look at six of the most common mistakes and shows how to correct them by taking a page from the right practices of some organizations.

Steps/methods
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This page is an illegal climb taken from experience

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Mistake 2: Equating current high performance with future potential Low performers rarely have high potential, but it is not necessarily true that most high performers have high potential. The authors' research shows that more than 70 percent of today's high performers lack the key qualities needed to succeed in future roles. Therefore, enterprises should test high-potential talents from the three aspects of ability, engagement and ambition. Deficiencies in even one of these three qualities significantly reduce an employee's likelihood of eventual success.

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Mistake No. 3: Delegating responsibility for emerging talent only limits opportunities for talented people and encourages business units to hoard talent. Management should manage the quantity and quality of potential employees at the enterprise level. Johnson & Johnson's LeAD training program is a great way to promote personal development. Johnson has found that when he views talented people as important assets to the organization, allows them to be nurtured by senior management, and makes them feel like they are right hands, their ability and willingness to contribute greatly increases.

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Mistake # 4: Pampering new talent too much Because of the fear that potential talent will not be able to take on new roles, HR managers and front-line managers will try to put these people into training roles that will give them training without the risk of failure. However, doing so can hinder the development of these employees. In fact, the most effective talent training program should be to put good people into actual positions, only in this way, they can acquire new abilities.

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Mistake # 5: Expecting star employees to "weather the storm" When it comes to "weather the storm", star employees often have difficult expectations to meet. A key factor in determining how engaged these people are is whether they feel validated - and that validation comes mostly through compensation. Therefore, companies should give these employees different pay and recognition than ordinary employees.

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Mistake No. 6: Not linking star employees to corporate strategy Research shows that one of the strongest factors supporting engagement is high potentials' trust in their managers and the strategic capabilities of the organization. Therefore, the company should let them understand the future strategy of the company, and emphasize the role they have to play in achieving the future strategy. High potentials should be given the opportunity to participate in meetings on major strategic issues with their boss to help solve problems as a team. The most talented employees can have a profound impact on the whole. However, only by properly identifying these talents and giving them enough challenges and appropriate rewards can they truly generate value.

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