Some other considerations when developing your company's talent and professional development programs:
- Does our development program elevate the best employees, or cater to the common denominator?
- As we scale, does our talent program enable company vision to permeate throughout the larger organization?
- Do we inhibit (and possibly frustrate) the most talented team members through overly-rigid development and promotion structures?
- Do we have an effective mentor and counseling program? How do we validate the outcomes of that program?
- Do our HR processes enable or detract from the talent development processes?
https://t.co/paDkW51lhT), which explains the growing interest in high potential (HiPo) identification. An employee’s potential sets the upper limits of his or her development range — the more potential they have, the quicker and cheaper it is to develop them. Scientific studies have long suggested that investing in the right people will maximize organizations’ returns. In line with Pareto’s principle, these studies show that across a wide range of tasks, industries, and organizations, a small proportion of the workforce tends to drive a large proportion of organizational results, such that: -the top 1% accounts for 10% of organizational output - the top 5% accounts for 25%, of organizational output - the top 20% accounts for 80% of organizational output
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