Read the HR Competencies and Applications study on page 302. Answer the questions at the end of the study. Explain how your answers might differ for High-Potential Individuals as defined in 9-2c.

Managing Talent for Success

Organization leaders can follow many paths to achieve the objectives established during the strategic planning process. Some leader- ship teams focus on products and services, while others emphasize financial management techniques. Progressive organizations are beginning to see that human capital practices focused on talent management can go a long way toward delivering success toward goals. The following six pathways can be adopted in whole or in part to achieve success through managing talent:

Embrace a decision science perspective. Data about employeesincluding their knowledge, skills, and abilities (KSAs); interests; performance histories; and the likecan inform decisions about human capital practices that work or dont work. The evidence-based approach to managing people leverages what an organization knows about how to capitalize on this val- ued resource.

Encourage informal learning. Recognize the myriad ways in which employees obtain required knowledge and skills. Dont expect all training to occur in formal settings. Rather, establish networking and collaborative tools that foster peer-to-peer learning.

Revolutionize stale processes. Assess the effectiveness of current processes such as performance management. If they are not keeping pace with what employees need, dont apply band-aids. Instead, start from scratch to create systems that will be useful for managers and employees.

Relinquish some control. Allow employees autonomy and flexibility to determine work

schedules and procedures. Hold employees accountable for results but dont dictate methods. Engagement increases when employees are offered the chance to make important decisions affecting their work environment.

Align strategy, structure, and talent. Deter- mine which roles and individuals are critical to the organizations success. Invest more in those key components and address gaps in the rest of the workforce to bring them along.

Establish a meaningful, enduring culture. Identify and clearly articulate the organiza- tions values and culture, and line up talent that supports these attributes. Hire, train, develop, and promote employees who embrace the culture and will perpetuate the organizations values.

Tackling all six of these paths can over-whelm leaders and employees. Its better to choose the particular pathways that can deliver the greatest impact in the quickest time frame. Taking a careful, measured approach should lead to more effective talent management without draining all of the organizations resources.13 Consider how managing talent can address an organizations long-term objectives and answer the following questions:

1. What evidence would you use to convince top leaders that investing in talent can reap great rewards for the organization?

2. How would you prioritize among the six strategies offered in the text previously? Which would you implement first, second, and so on?

9-2c High-Potential Individuals

Some organizations focus talent management efforts primarily on high-potential individuals, often referred to as HiPos, which are individuals who show high promise for advancement in the organi- zation. For example, Life & Specialty Adventures developed a program called Pathway to Leadership that provides high-potential employees the proper skills needed for promotion opportunities in the firm.30 Similarly, the Indian company JK Lakshmi Cement created a program that uses coaching, assessment exercises, training sessions, and other developmental approaches to prepare HiPos for its management positions.31 Research even indicates that being identified as a high-potential employee can improve individuals perceptions of organizational justice.32 Attracting, retaining, and develop- ing HiPos have, therefore, become major emphases for some talent management efforts.

However, managing the development efforts directed at high-potential employees can be chal- lenging. HiPos may not want to be promoted into managerial roles, and they may not perform well once they are promoted.33 Targeting primarily HiPos may also lead to many other employees seeing their career opportunities as being limited. The following HR Ethics: HiPo or Non-HiPo? fea- ture poses some ethical challenges related to the identification and notification of employees with respect to organization high-potential development programs.

Determining potential is not a simple process and may lead some to believe that preferential treatment has occurred, so identifying high-potential talent based on acceptable standards and assessment approaches is important.34 Figure 9-2 offers six attributes that constitute potential for growth and development. Clearly defining how the organization assesses potential helps demystify the selection process for HiPo programs. Identifying top performers may not be as difficult as trying to keep them satisfied and engaged. Assuming that all HiPos crave challenge and opportu- nity can lead to inferior results. A critical element is to discuss the future with these key players and discover their career aspirations. Offering high-profile assignments and face time with senior leaders are important aspects of HiPo development. Many prominent companies such as General Electric, Unilever North America, and IBM have established programs that effectively identify and cultivate talent in HiPos by linking corporate strategy to the development of leaders and providing learning opportunities that grow the business and the individual.35 However, organizations should also be careful not to overwhelm these stars with intensive workloads that push them beyond reasonable limits.

Class of MGMT 314

HUMAN RESOURCE MANAGEMENT