11/10/2022 0 Comments Hipo employeesMake no mistake, you should definitely value and reward performance. When performance is the only criteria employees are evaluated on, high performers will be the only ones moving up-and high potentials will move out. Second, few organizations codify the attributes and competencies they value in their ideal employees-which means that managers don’t know precisely what to look for to assess potential.Īs a result, most managers focus exclusively on performance, and that can be a problem.First, high performance is so blindingly easy to observe that it drowns out the less obvious attributes and behaviors that characterize high potentials-such as change management or learning capabilities.High potentials can be difficult to identify, for two reasons: (With the one caveat that high potentials who are consistently low performers are rarely strong candidates for management roles.) Malcolm Munro, founder and CEO at Boss Builders, says that, “High potentials have demonstrated initial aptitude for their technical abilities and… have future potential to make a big impact.” In short, they can do more for the organization-possibly much more. High potentials are birds of a different feather. 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. They consistently exceed expectations and are management’s go-to people for difficult projects because they have a track record of getting the job done. High performers stand out from average performers in any organization. Identifying high performers and high potentials To that end, this article outlines strategies any manager can use to identify, assess, and develop high potentials and high performers. Both scenarios hurt morale and drive turnover.Ī manager who understands the difference will be more effective in engaging and retaining employees who exemplify aptitude in one or both. Meanwhile, the junior rep whose hard work has facilitated the success of sales teams for years feels undervalued, and decides it’s time to start looking for growth opportunities elsewhere. Top performers are promoted to sales manager, and they struggle to transition from killing their own sales goals to helping a team of junior reps kill theirs. A high potential employee provides nearly double the value to an organization, and they’re three times more likely to be successful leaders in the future, according to Gartner research ( available to members only).Īs Vincent van de Belt, director of Vandebelt & Partners talent management consultancy, points out, “If an organization is not able to distinguish between performance and potential, it will have difficulty identifying talent.” high performer employees can make a huge difference to your bottom line. Understanding the difference between high potential vs.
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