Identifying & Developing High Potential Employees Training Course

Course Overview

Learning Objectives

• Analyze the concept of potential, how it differs from performance, and why accurate identification matters for the leadership pipeline on Day 1.
• Evaluate the participant's current approach to identifying and developing high potential employees and identify priority improvements.
• Develop a clear definition of potential and a set of observable identification criteria suited to the participant's organization.
• Apply widely used dimensions of potential, including ability, aspiration, engagement, and learning agility, to assess employees consistently.
• Design a structured identification process that combines manager nominations, evidence, multi-source input, and calibration.
• Assess the appropriate use of psychometric tools, multi-source feedback, and assessment centers in high potential identification.
• Identify common biases and potential derailers and implement safeguards to improve fairness and accuracy.
• Design accelerated development plans that combine stretch assignments, exposure to senior leaders, coaching, mentoring, and targeted learning.
• Develop a high potential program structure, including selection, cohort design, development activities, sponsorship, and review points.
• Implement communication and expectation management approaches for high potential employees and their managers.
• Develop retention strategies and program evaluation measures to track progression, readiness, and retention.
• Design a high potential identification and development implementation plan for the participant's organization by the end of Day 5.

Who Should Attend

Learning Outcomes

• By the end of the course, participants will be able to:
• Explain the difference between performance, readiness, and potential and apply this distinction in talent decisions.
• Define potential for their organization using clear, observable criteria.
• Assess employees against dimensions of potential such as ability, aspiration, engagement, and learning agility.
• Run a structured nomination and calibration process that produces consistent, defensible decisions.
• Select suitable assessment tools and interpret their results with appropriate caution.
• Recognize common biases and derailers that affect high potential identification.
• Build an accelerated development plan for a high potential employee that is linked to real work.
• Design the key components of a high potential development program.
• Brief managers and sponsors on their roles in developing and supporting high potential employees.
• Communicate high potential status in a way that motivates while managing expectations.
• Identify retention risks among high potential employees and recommend targeted actions.
• Measure the progress and impact of high potential programs using practical indicators.

Course Outline