For this discussion, assume the role of vice president for human resources of a large, U.S.-based corporation. You have been assigned to partner with three other V
For this discussion, assume the role of vice president for human resources of a large, U.S.-based corporation. You have been assigned to partner with three other VPs in sales, information technology, and finance to panel and review recommendations by supervisors for a very small number of individuals whom they consider to be HI-PO employees. As the HR professional, you will guide the process of selection, and you will have a vote in the selection process. Your task is to develop criteria with which you might select HI-PO employees (or throw the entire concept away and simply evaluate each potential HI-PO employee without criteria). Below are possible criteria for consideration. Support your recommendations for evaluating HI-PO employees with or without criteria.
- HI-PO employees will automatically be considered for promotion in any opportunity in the organization at the compensation level above them.
- HI-PO employees will be given opportunities to rotate to departments aside from their own.
Read the posts of your peers and respond to two. Provide comments and questions that encourage critical thinking and insight for HI-PO employee selection. Your response should extend the discussion and stimulate other learners to clarify, strengthen, and extend their dialogue. Consider sharing professional experiences and find additional articles to support your views. Use APA style and format, if applicable.
- Chamorro-Premuzic, T. (2017). Why most high potential programs fail: Four common flaws. Workforce, 96(3), 40–41.
- Craig, M. (2015). Cost effectiveness of retaining top internal talent in contrast to recruiting top talent. Competition Forum, 13(2), 203–209.
- Downs, L. (2015). Star talent: Investing in high-potential employees for organizational success. Industrial and Commercial Training, 47(7), 349–355.
- Dutton, G. (2015). High potentials: Tell them or not? Training, 52(4), 26–28, 30–31.
- Hamori, M., Koyuncu, B., Cao, J., & Graf, T. (2015). What high-potential young managers want. MIT Sloan Management Review, 57(1), 61–68.
- Nolan, L. S. (2015). The roar of millennials: Retaining top talent in the workplace. Journal of Leadership, Accountability and Ethics, 12(5), 69–75.
- Parrey, D. (2014). Accelerating high potential development. Chief Learning Officer, 13(10), 26–47.
- Peteriglieri, J., & Peteriglieri, G. (2017). The talent curse. Harvard Business Review, 95(3), 88–94.
- This article is available full-text in the Capella library. Search for it by clicking the linked title and following the instructions in the Library Guide.
- Zenger, J., & Folkman, J. (2017). Companies are bad at identifying high-potential employees. Harvard Business Review Digital Articles, 2–5.
- a month ago
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