Tell me about the best practices for high potential development of employees?

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There are two distinct categories of high-potential employees. Late-stage high-potentials include experienced managers ready to make their way into the executive ranks. This group is typically identified as middle or senior managers and participates in a wide variety of formal training: specialized mentoring, executive retreats, personal coaching, real-world action learning, global rotation and more. These senior managers are among the top 10 percent of an organization and significant costs are incurred to prepare them for senior executive roles within the organization.

Early stage high-potentials are different. These new managers and individual contributors are at the beginning of their careers and are identified more by their talent and drive than their track record. Early-stage high-potentials are found in the lower ranks of an organizational structure, and their employers are generally not yet ready to invest the same amount in their formal training and development. While historically organizations have focused primarily on their late-stage leaders, more organizations today are adopting an aggressive program for developing bench strength at all levels. Top-performing organizations in particular now recognize that the earlier potential talent is identified and put into the pipeline, the sooner the entire organization reaps the rewards of more productive and effective leadership.
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