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Uncovering future leaders: A fresh framework for high-potential talent
- Identifying and developing high-potential (HiPo) talent is crucial to ensuring organisational success. Hogan’s approach assesses potential through the lens of personality. The Hogan model focuses on three crucial aspects of leadership potential: Dependability and competence, Perceived influence, and Team and talent development.
- For organisations expanding across different regions, especially in the rapidly evolving Asia-Pacific market, they face unique challenges. Cultural differences, economic conditions, and business strategies all influence how HiPos are identified and developed.
- Hogan’s framework can serve as a foundation for organisations without an existing HiPo model. There is no one-size-fits-all solution for talent management practices, including the identification and development of HiPos. However, incorporating personality into HiPo programmes offer objective data that can eliminate or at least mitigate the influence of organisational politics and leader preferences, offering valuable insights that meaningfully differentiate employees.
- HiPo identification programmes are foundational to a comprehensive succession planning strategy, which is intertwined closely with the overall talent strategy. Organisations often wonder about the optimal time horizon for HiPo development. While this can vary depending on the business strategy, a two-to-five-year window for effective development is suggested.
- At the core of Hogan’s methodology is the belief that personality assessment data offers a deep understanding of HiPo talent, allowing organisations to build stronger leadership pipelines. By focusing on these characteristics, organisations can better identify and nurture their succession pipeline with high-quality future leaders. Hogan's encourages organizations to adopt a “kaizen” philosophy of continuous improvement, ensuring their HiPo programmes evolve alongside business objectives.
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