A Stronger Talent for a Stronger Company

The science behind selecting and accelerating your next generation talent

Presented by : Tafveez AminHead of HR & OD

Current Dilemma

“When performance is the only criteriaemployees are evaluated on, highperformers will be the only ones movingup–and your high potentials will bemoving out.”

Brian Kight, Director of Performance at Focus 3,

Need of Talent Management

Our managers play a bigger role in building a pipeline of thriving talent than they may realize

It’s increasingly important that we empower them to do this successfully

Failure to assess performance versus potential and neglecting the contributors has become a very real business problem

The good news is: It’s a Solvable Problem

It simply takes dedication to identifying your high-potential and high-performing employees, assessing their competencies and attributes, and putting them on the

path to success

Segregating the Workforce

Hi-Potentials

Hi-Performers

Contributors

Non-Performers

High Potential

High potential leaders are individual contributors or managers who could perform successfully in leadership roles that are one to two levels above their current roles, ideally over the next two to five years.

High Performers

They stand out in any organization.

They consistently exceed expectations, and are

management’s go-to people for difficult projects

They have a track record of getting the job done.

They’re great at their job and take pride in their

accomplishments, but may not have the potential

(or the desire) to succeed in a higher-level role

or to tackle more advanced work.

Contributors

There are some people without a managerial title

who wield a good deal of influence and make

great contributions, regardless of their title or

role.

They are the contributors and are found in

maximum number in every organization.

Non-Performers

Do not contribute to the team effort?

Do not get along well with their supervisors?

Spend no time on self development?

Are involved in disciplinary cases?

Are not interested in training and mentoring

others?

Are trouble creators in the organization?

Are generally disliked by peers & seniors?

Nine-box Grid for Use in Talent Identification

High Potentials

Identifying HIPOs

HIPO Selection & Development Process

High Performers

Identifying Hi-Performers in Comparison to HIPOs

Suggestive Development Strategies

Contributors

Suggestive Development for Contributors

These people are the highly professional individual

contributors.

In many cases they have deliberately chosen not to

pursue a managerial career, preferring technical work

or wanting to avoid the duties associated with being a

manager.

Don’t Shower All the Attention on the More

Visible Leaders

Spread Development More Broadly

Non-Performers

Identifying Non-Performers

If everything was right in our selection process andpeople in general want to do well in their place of work,the question that begs an answer is ‘Who created non-performers?’

Supervisors (i.e. Reporting Manager of the employee)

Lack of transparent and employee friendly HR policies

Absence of processes to implement and audit these

policies

Absence of an holistic approach to label employees as

‘non-performers’.

Focus on recognition & development of high potential

employees only.

Managing Non-Performers

Treat them as spoiled children

Collect 360 degree feed back

Train your managers

Assign alternative roles

Consider them as company assets (their

experience & knowledge of the organization is

valuable even if their performance ranks lowest)

Part ways “if you have to” but very gracefully

Teachable Fit – An Innovative Approach to Unleashing Potential

Research into the psychology of leadershipdevelopment has shown that some elementsof leadership are easier to develop thanothers.

Right Management has developed a tool tohelp clients understand these dynamics andwe call this the "Teachable Fit Framework."

“At the end of the day, the company

with the best team, the best people will

win in the long run.”