High Potential Leaders: Tell or Don't Tell? Talking Talent with Your Employees

© 2014 Korn Ferry. ALL RIGHTS RESERVED.

Tell or don’t tell?

Talking talent with your employees.

December, 2014

© 2014 Korn Ferry. ALL RIGHTS RESERVED. 2

Presenters.

Jim PetersSenior Partner, Global Leader

Succession Management

Solutions

Lisa Niesen Senior Product Manager for

High-Potential Assessments

Cori HillGlobal Lead for High-Potential

Leadership Development

In today’s war for

talent, it’s essential to

have a winning talent

management strategy

for succession.


Today’s agenda.

• Introductions.

• Tell or don’t tell?

• Talent management context.

• Transparency.

• Talking about talent.

• The performance-potential matrix.

• Conversations and communications.

• Questions.


Poll question.

Which statement best describes your organization’s approach to “tell or don’t tell.”

1. We generally do not tell, secretive; no real communication regarding potential.

2. Minimal communication with and about high potentials.

3. We have inconsistent communication practices across business units.

4. We have a defined protocol for consistent, transparent communication, inconsistently implemented across the organization.

5. We have a defined protocol for transparent communication, consistently implemented across the organization.

1

2

3

4

5


Korn Ferry study.

No63%

Yes 37%

Are employees who have

been identified as high

potential formally told

about their classification?


“YO”

Should you tell a high potential their designation?


Common concerns and benefits.

• Demotivation effects:

Many organizations are concerned

that differentiation of employees by

performance and potential will

demotivate those who were not

selected.

• Entitlement effects:

Telling employees about their

status may lead to unrealistic career

or development expectations.

• Engagement:

77% of high-potential leaders report

that being identified was highly

important to them.

• Retention:

High potentials who are not formally

identified are more than twice as

likely to report that they are seeking

alternate employment.

Concerns Benefits


Maturity model for HiPo strategies.

Reactive Inconsistent Standardized TransparentBusiness integrated

11% 10% 31% 29% 19%

• HiPo strategy implemented

inconsistently.

• No clear identification criteria.

• Targeted HiPo development varies

among business units and is

determined largely by individual

managers.

• Little executive engagement in

business unit level HiPo decisions.

• Little understanding of short-term

critical talent supply and demand.

• No integration of HiPo strategy

with other talent processes.

• HiPo strategy implemented company-wide.

• Clear identification criteria.

• Targeted HiPo development varies among

business units and is determined largely by

individual managers.

• Moderate executive engagement in

company-wide HiPo process decisions.

• Short-term planning & understanding of


• Integration of HiPo strategy with select

other talent processes.

• Disclosure to HiPo’s regarding their status

is inconsistent.



• Targeted HiPo development implemented

consistently cross the enterprise.

• Moderate executive engagement in

company-wide HiPo process decisions.

• Longer-term planning & understanding of


• Integration of HiPo strategy with select other

talent processes.

• Full and consistent disclosure to HiPo’s

regarding their status.

• Support HiPo’s in transitions.



• Targeted HiPo development implemented consistently across the enterprise.

• Full executive engagement in company-wide HiPo process decisions.

• Longer-term planning and understanding of critical talent supply and demand.

• Full integration of HiPo strategy with other talent processes.

• Full and consistent disclosure to HiPo’s regarding their status.

• HiPo strategy drives competitive advantage for the organization as

documented through business metrics (low turnover, high engagement).

• HiPo talent is visible enterprise-wide and shared.

• Support HiPo’s in transitions.

• No HiPo

strategy.

• HiPo employees

identified via

ad-hoc process

and without

clear criteria.

• No targeted

HiPo

development.


Benefits of transparency.

“Would the presence of a high-potential program make a

difference to you if you were seeking a new employer?”

Korn Ferry study.

Leadership potential.

An individual’s capacity and

interest to develop the qualities

required for effective

performance in a significantly1

more challenging leadership role.

1Typically, a senior executive role or a role 2 or more levels above the leader’s current role.


Seven signposts that predict performance potential.


Leadership teams have been known to:

• Overstate the performance of

their talent.

• Be unclear about the definition of

potential.

• Confuse performance with

potential.

• Fail to develop pragmatic and

meaningful development

challenges.

• Confuse potential with readiness.

There are problems with talent reviews.


Variables to consider.

• Altitude: How high in the leadership pipeline can each person go?

• Velocity: How fast can they go through the pipeline?

• Path: What is the best route for them to take to achieve their potential?


Performance and potential matrix summary.

• Valuable tracking tool

that is useful for

differentiating talent and

managing human capital.

• It’s not enough to

differentiate in

assessment–you must

apply differential

development.


Doing the talent review.Talent calibration: Performance and potential.

A research-based, validated and repeatable process that provides a clear view of your talent

placed into nine cells with associated development plans unique to their cell placement.

Benefits to the organization:

• Develops the ability within your leaders

to objectively and accurately assess

performance and potential.

• Emphasizes the creation of pragmatic

and meaningful development

assignments.

• Reinforces a culture where talent and

potential are valued.

• Leaders learn how to have discussions

about talent and how to take action to

develop it.


Performance-potential matrix.


Sample development needs analysis.

• Functional leaders.

• Technical experts.

• Focus on self-awareness.

• Exposure to develop and apply

learning agility.

• Leading accounts or operations.

• Leading managers.

• Need opportunities to demonstrate

learning agility and push to expand

interests.

• General managers.

• Leading leaders.

• Focus on strategic agility and

change agility.

• Potential for enterprise leader.

• Strategic exposure.

Development priorities:


Developmental coaching.


• The organization believes you have the potential to reach the highest levels.

As a result, we would like to put you on an aggressive development and

assignment plan.

• We believe you have the potential to assume the following role. To prepare

you for this role, we would like for you to take on an assignment which will

provide you with critical development in specific areas. A coach will be

available for you to discuss your experiences.

• I’d like to discuss with you your future in the organization. We believe you

have the potential to assume a key leadership role.

Consistent star.


• I’d like to discuss with you some development opportunities in the

organization. We see you as a superior performer with the potential to fill a

role either within your functional expertise or a broader role within the

organization. What are your career aspirations? Are you interested in moving

outside your function?

• You have been suggested for a new and different role. We consider this a

development opportunity for you that is aligned with your career goals and

the business goals of the organization. As a result of this opportunity you will

be developing in the following areas.

• The organization would like to get a clear picture of your strengths and

development opportunities. We suggest a 360 degree assessment to help us

more effectively determine the developmental path that is most appropriate

for you.

Versatile talent.


• The organization believes you have the potential to eventually lead in this

functional area. To prepare you for that role, we would like to develop your

capabilities in the following areas.

• You are viewed as an expert in the organization. As a result, we want to continue

to leverage your expertise and build your skill in this area. To continue to build

your expertise, we would like for you to participate in the following areas.

• As someone who is viewed as an expert, we would like for you to lead this

project. This will enable you to continue to build your expertise as well as develop

critical leadership competencies.

• The organization sees you as having the potential in your current function.

However, since you have expressed an interest in broadening your capabilities

we would like to provide you the following opportunity to test your abilities.

High professional.


• Create consistency prior to transparency.

• Gain alignment within the HR community.

• Engage managers.

• Provide communication guidelines, scripts, and job-aides.

• Invest in coaching skills development.

• Review your high-potential talent regularly.

• Clearly communicate criteria.

• Acknowledge talent sharing managers.

• Build in accountability; complete development and career plans.

Transparency strategies.

What questions do you have?


• Download the Tell or Don’t Tell? Talking talent

with your employees white paper.

• Learn about the Korn Ferry Assessment of

Leadership Potential.

• Connect with your local Korn Ferry

representative for a free consultation.

Want to learn more?

http://infokf.kornferry.com/rs/korn_ferry/images/KFALP_2014.pdf

http://www.kornferry.com/offices

High Potential Leaders: Tell or Don't Tell? Talking Talent with Your Employees

Leadership & Management

Transcript of High Potential Leaders: Tell or Don't Tell? Talking Talent with Your Employees