Authored by: Roger Pearman and Robert Eichinger How many High Potentials do you need? Most of the time, the answer is more. In our collective 90 years in the practice of Talent Management and Succession Planning, we have never experienced a surplus of talent on the bench who were ready to assume top management roles.
The Talent Bench. Do we have enough to fill openings? How good are they? Are they equal to or better than those they will replace? Explore these questions…
How can organization’s accelerate and scale their desire to develop future leaders? Consider these elements in your corporate university strategy!
Succession planning is playing Fantasy C-Suite. The players work to assemble the best collective team possible to win the economic game.
A frequent question from talent management professionals and senior leaders goes like this: Can we shorten the time it takes to fund an open C-Suite or key functional and geographical leadership role with a well-prepared high potential candidate? And can we decrease the time it takes while assuring future success?
Equal Opportunity. Everybody endorses it by now. Certainly, most managers, leaders and executives of sizable enterprises endorse it. We are all striving toward Diversity, Equity & Inclusion (DE&I). It’s a winning strategy. It benefits everyone. Here is one disruptive twist in the DE&I conversation: If you believe in Equal Opportunity, you have to apply differential treatment! That’s right, you HAVE TO treat people differently.
Most people want to be labeled a “high potential.” But what the hell is a high potential and if find one what do you do next?
Human Resources is in a constant state of reflection as the work world continues to change. Get ready with a TalentTelligent Certification.
Identifying and Developing verified high potentials are essential for business sustainability. In episode 3, Lillian encounters this value!