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10 Winter 2014 | FOR JOB OPPORTUNITIES, VISIT www.PennEnergyJOBS.com | EnergyWorkforce
way up through the ranks from technical roles. While identifying employees with a record of high performance
is an important step in identifying them
as HiPos, it isn’t enough by itself. CEB
research shows that assuming high performance equals high potential puts
the odds at six-to-one that the employee will fail in a development program.
Define “potential” clearly. While
attributes may vary slightly based on
company culture and practices, there
are three important aspects all companies should look for when defining
potential: employees need to have the
aspiration to rise to a more senior role,
the ability to manage and lead effectively, and commitment to the organization.
Measure potential objectively. Only
one-in-three organizations use assess-
ment data to identify employees for
HiPo programs, and nearly half lack a
methodical process for identifying and
developing HiPos, according to CEB
research. Rather than relying on subjec-
tive assessments, nominations or evalu-
ations, successful organizations ensure
fair and valid identification of HiPo tal-
ent through scientific assessment.
Ask for commitment in return for
career opportunities. HiPo employees
are highly marketable — they are strong
performers and are often confident
they can find work elsewhere. Therefore, organizations that see the highest
returns on their HiPo investments proactively mitigate flight risk among by
asking for future commitment – even
“career contracts” -- in return for development opportunities.
Create differentiated development
experiences. Typical HiPo programs
fail to prepare participants for future
roles. Giving HiPos stretch assignments
goes part of the way -- they not only
learn new skills but also apply existing
skills to different roles – but even more,
new learning technologies enable the
most efficient extraction of knowledge
from experience. Getting this blend
exactly right is even more important
as baby boomers retire and oil and gas
companies fill positions from the biggest pool for potential hires today – millennials (ages 18-29 years). As many as
23 percent of millennials say they value
diverse experiences more than advancement and they place particular emphasis on development opportunities when
looking for jobs. ⊗
