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Need future leaders? Try a fresh framework for high-potential talent
- Identifying and developing high-potential talent crucial to ensuring organizational success but what makes someone a high-potential employee? Hogan’s model focuses on three aspects of leadership potential including Dependability and competence, Perceived influence, Team and talent development. Cultural differences, economic conditions, and business strategies all influence how high-potential employees are identified and developed in the Asia-Pacific market. Hogan encourages organizations to adopt the Japanese “kaizen” business philosophy of continuous improvement to ensure their HiPo programs evolve alongside business objectives.The focus on strategic self-awareness, leading to behavioral change and maturity, is relevant to both immediate and long-term roles. Hogan's framework can serve as a foundation for organizations without an existing HiPo model, with flexibility to match definitions of high potential.
- Nicole Dickie, Senior Consultant, International Distributors, for Hogan Assessments emphasized the importance of personality in shaping leadership potential. According to Dickie, Hogan’s model focuses on three aspects of leadership potential including Dependability and competence, Perceived influence, Team and talent development. Hogan encourages organizations to adopt the Japanese “kaizen” business philosophy of continuous improvement to ensure their HiPo programs evolve alongside business objectives.
- Cultural differences, economic conditions, and business strategies all influence how high-potential employees are identified and developed in the Asia-Pacific region. The benefit of using personality data for supporting HiPo programs is that it offers objective data that can eliminate or at least mitigate the influence of organizational politics and leader preferences, offering valuable insights that meaningfully differentiate employees.
- HiPo programs are part of the foundation of an organization’s succession strategy and should be closely connected with the overall talent strategy. An example of this approach can be seen in a city government’s development of a new role: chief heat officer. Using Hogan’s assessments, the hiring managers identified two directors whose personalities aligned with the innovation, process management and conscientiousness required for this future leadership position.
- Cultural differences, economic conditions, and business strategies all influence how high-potential employees are identified and developed in the Asia-Pacific region. The customization with flexibility to match definitions of high potential is particularly valuable in an ever-changing organisation, such as in the Asia-Pacific where organizations need to remain agile and continuously realign talent strategies with changing market dynamics.
- Organizations often wonder about the optimal time horizon for HiPo development. Dickie suggests a two- to five-year window for effective development. This provides time and opportunity for talent to develop their strategic self-awareness, change behaviours and gain maturity, as well as to acquire key experiences and to build critical skills needed for their potential next step.
- The hiring managers identified two directors whose personalities aligned with the innovation, process management and conscientiousness required for a future leadership position. Hogan’s assessments to evaluate high-potential talent can eliminate or at least mitigate the influence of organizational politics and leader preferences.
- The focus on strategic self-awareness, leading to behavioral change and maturity, is relevant to both immediate and long-term roles. This process boosts employee development and also helps to develop leaders of tomorrow as it aimed at not only employees in their current roles but also potential roles.
- “Since starting the program, several HiPos have been promoted and the organization has seen significant growth in organizational bench strength,” says Dickie when referring to an insurance program in Asia-Pacific that identified branch managers for a development program blended with practical experience.
- The Hogan model focuses on personality as a key factor in evaluating leadership potential. Organizations can incorporate personality characteristics for HiPo programs to match their own definitions of high potential and satisfy the specific needs of HiPo programs internally or in their market or country.
- Hogan’s model also encourages organizations to adopt the Japanese “kaizen” business philosophy of continuous improvement to ensure their HiPo programs evolve alongside business objectives.
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