The Top Ten Challenges Facing Organisations Around High Potential Talent Development
Leadership has always been a perennial issue, and it still is.
Leaders now face a profoundly different landscape, shaped by growing uncertainty, the impact of the gig economy, where temporary positions and independent workers are increasingly common, and the emergence of new generations into the workforce.
The amalgamation of these factors has left many organisations struggling when it comes to designing a successful strategy for high potential talent development.
A series of conversations, focused on sharing strategies and solutions, uncovered the core challenges faced by HR leaders regarding HiPo talent and identified the key factors shaping this field of HR practice. Here are the top ten challenges identified on the day:
- Identifying the current required capabilities within your organisation and predicting necessary future capabilities
- Aligning your capability plan for your team with the business strategy
- Deciding how much you should be investing in your HiPo strategy
- Defining who has ownership and responsibility of HiPo talent
- Separating and identifying competitive advantage and critical roles
- Knowing where your gaps are and within what time frame you can fill those critical roles
- Helping HiPos who appear to be underperforming
- How to identify HiPo talent earlier in their careers
- Developing up-and-coming leaders without treading on the toes of senior leaders
- What to do when your HiPo talent leaves?
High potential talent is typically four times as productive as anyone else, yet most companies are not sure how to identify these people and separate them from their high performers. The out-dated leadership models and management styles used until recently are evolving, to ensure a successful leadership pipeline it is essential that HR understands the trends and forecasts for the employment base they will be facing between now and 2025. Leaders have adapted to dramatic workforce changes and consequently, organisations have to adapt their methods of developing leaders.