© 2013 Halogen Software Inc. Confidential – Not to be used, copied or redistributed without Halogen’s prior written permission. © 2013 Halogen Software Inc. Confidential – Not to be used, copied or redistributed without Halogen’s prior written permission.
© 2013 Halogen Software. All rights reserved. All contents are confidential.
Cracking the code on high potential: Finding, engaging, and retaining your best
Henryk Krajewski, Ph.D.
President
Anderson Leadership Group
@buildvalue
© 2013 Halogen Software. All rights reserved. All contents are confidential.
Topic list
I. Emphasizing the talent shortage and
engagement problem
II. Understanding High Potentials/High Performers
and how to find/select them
III. Engaging High Potentials: A Research Report
IV. How to Retain and Engage High Potentials
© 2013 Halogen Software. All rights reserved. All contents are confidential.
An increasing cynicism…Why?
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Productivity
Hourly Compensation
**Shaded areas represent recessions
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I. EMPHASIZING THE TALENT
SHORTAGE/ENGAGEMENT PROBLEM
CRACKING THE CODE ON HIGH POTENTIALS
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Why you care…
Type of Job
% more productivity Superior performers vs. Average performers
Low Skill
+19%
High Skill
+32%
Professionals and Managers
+48%
Schmidt and Hunter, 1998
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True Performance Distribution
O’Boyle & Aguinis, 2012, N = 633,000
Normal Curve
1% of Output from the Top
1%
Nu
mb
er o
f Em
plo
yee
s
Performance
© 2013 Halogen Software. All rights reserved. All contents are confidential.
True Performance Distribution
Normal Curve
Pareto Curve
10% of Output from the Top 1%
Nu
mb
er o
f Em
plo
yee
s
Performance O’Boyle & Aguinis, 2012, N = 633,000
© 2013 Halogen Software. All rights reserved. All contents are confidential.
Source: Business Week, based on data from the
Bureau of Labor Statistics as of 09-09
.
Demographic and Economic Shifts are
Accelerating a “Talent Mismatch”
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Bill Clinton at the DNC, September, 2012
“But already there are already 3
million jobs open and unfilled in
America…mostly because workers
don’t have the skills to do them.
The old economy is not coming
back, we’ve got to build a new
one!”
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New Rules for a New Generation…
The US Labor
Department estimates
that today's worker will
have held 10-14 jobs by
the age of 38!
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II. UNDERSTANDING HIGH
POTENTIALS AND HIGH PERFORMERS
AND HOW TO ASSESS THEM
CRACKING THE CODE ON HIGH POTENTIALS
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High Potential vs. High Performance?
• Do all high performers have potential?
• Are all high potentials high performers?
• Are all low potentials low performers?
• Can low performers have high potential?
• Can high performers have low potential?
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Source: Adapted from Corporate Leadership Council Realizing the Full Potential
of Rising Talent Volume I: A Quantitative Analysis of the Identification and
Development of High-Potential Employees, 2005.
Ability
Commitment
& Values Motivation
Spotlight on High Potentials: A Definition
The High Potential Employee:
Is someone with the ability,
motivation, values and
commitment to rise and
succeed in a more senior,
critical positions.
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Ability
Commitment
& Values Motivation
Ability
• Thinking strategically
• Dealing with complexity
• Emotional intelligence
Commitment and Values
• Passion for and model of
values and culture
• Personal engagement in client
success
• Discretionary effort
Motivation
• Desires advancement in
complexity of responsibilities
• Conscientious and always
seeking to improve oneself
Spotlight on High Potentials: A Definition
Source: Adapted from Corporate Leadership Council Realizing the Full Potential
of Rising Talent Volume I: A Quantitative Analysis of the Identification and
Development of High-Potential Employees, 2005.
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Assessing Potential, Readiness and Risk
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Poll Question:
Which do you think is the best single predictor of future
performance?
• Personality testing/Leadership style
• Structured interviews
• IQ/critical thinking
• Emotional Intelligence
• Letters of Recommendation
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The hard truth about mental ability
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What adds to mental ability?
• Personality tests
• Conscientiousness
• Extraversion (affiliation,
boldness, dominance, etc.)
• Integrity/Dutifulness
• Past-behavior interviews
• Commitment/aspiration
• Values/value fit
0
20
40
60
80
100
T1 T2 T3 T4 T5
Maintenance Curve
Performance
Learning Phase: IQ
Maintenance Phase: Personality
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What about EQ?
• Mayer (MSCEIT; 1999; 2003) sets EQ as an ability
• Four dimensions:
I. Perceiving and identifying emotions
II. Using emotional feedback in decision-making processes
III. Reasoning about, and understanding, fine distinctions and
emotional development
IV. Managing and controlling emotions in both the self and
others
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Simple science
IQ
Personality
Structured Interview
EQ
Future Performance
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Rolling up the data: The Nine Box Grid
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Talent pool gap analysis
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Best practice
1. Teach managers about potential
2. HR should ‘reality check’ managers’ ratings
3. Do a deep dive to validate potential and
correctly “stream” candidates
4. Assess fit and competence over time using
talent pools
© 2013 Halogen Software. All rights reserved. All contents are confidential.
III. ENGAGING HIGH POTENTIALS: A
RESEARCH REPORT
CRACKING THE CODE ON HIGH POTENTIALS
© 2013 Halogen Software. All rights reserved. All contents are confidential.
Scope:
• 45 companies across the globe
• 5,314 “high potential” respondents
Purpose:
• Define the attributes that are most important to top talent
• Discover which of these attributes drives engagement
What do High Potentials Really Want?
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“Desired Attribute” Categories
• Leadership
• Values
• Culture
• Comp/Benefits/Development
• Work Environment
• Brand Attributes
Engagement
Outcomes
• Commitment
• Intent to Stay
IMPACT ON
Analysis Overview
Defined from over 30,000 individual data points
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Commitment Intent to Stay
• Values: honesty and
integrity
• Brand: Company
known for #1 in
market and best
talent
• Culture: A sense of
belonging and
camaraderie
Drivers of Engagement Outcomes:
Results
• Comp/Benefits/Dev
• Values
• Culture
• Leadership
• Work Environment
• Brand attributes
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Forbes’ Best Companies to Work For
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IV. HOW TO RETAIN AND ENGAGE
HIGH POTENTIALS
CRACKING THE CODE ON HIGH POTENTIALS
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Poll Question:
Does your organization have a dedicated high potential
“value proposition” initiative?
• Yes
• No
• Currently planning on this topic
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The DIY High Potential Value Proposition
Leadership/Executive View High Potential View
Desired work attributes Work attributes
to realize strategy
Perceived work attributes Perceived work attributes of
employees’ experience
Gap
Gap
Gap Gap
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AN EXAMPLE…
Work Attributes
HiPo’s Got…
HiPo’s Gave…
BRAND: Living with
a Commitment to
Excellence
Built-in time to reflect on
problems and solutions that
matter to real people
Accept personal accountability
to be measured on what they
create and how useful it is
VALUES: Working
in a ethics-
conscious way
Ethical decision-making by
management – transparent
guidelines
Demonstrate that they will keep
commitments to the company
and its clients
CULTURE:
Belonging to a
Winning Team
A firm that attracts top talent
and recognizes merit
Updating and retooling their
skills as market needs require
The Deal
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Job Characteristics Model (Hackman, &
Oldham, 1976)
• Skill variety – using a number of different talents in a number of different
activities
• Task identity – completion of a whole task from beginning to end with a
visible outcome vs. only a piece of the work
• Task significance – tasks that have a significant and identifiable impact
on the lives or work of other people
• Autonomy – a sense of control and discretion over how one executes
one’s work
• Individualized feedback loops – individualized consideration with a
consistent flow of information to allow one to adjust, amend, and learn.
© 2013 Halogen Software. All rights reserved. All contents are confidential.
The Replay: Three Signs of a Miserable
Job
• Anonymity: managers have little interest in them as people with
unique lives, aspirations, and interests.
• Irrelevance: When workers cannot see how their job makes a
difference. "Every employee needs to know that the work they do
impacts someone's life -- a customer, a coworker, even a
supervisor -- in one way or another."
• Immeasurement: The inability of employees to assess for
themselves their contributions or success.
Adapted from Three Signs of a Miserable Job, Lencioni, P. (2007).
© 2013 Halogen Software. All rights reserved. All contents are confidential.
The Replay: DRIVE
• Autonomy: This is our “default setting;” being autonomous and
self-directed.
• Mastery: The bar for Mastery is ever evolving – it’s impossible to
fully realize, which makes it simultaneously frustrating and alluring.
• Purpose: The most deeply motivated people hitch their desires to
a cause greater and more enduring than themselves.
Adapted from Drive, Pink, D. (2010).
© 2013 Halogen Software. All rights reserved. All contents are confidential.
Job Characteristics Model (1976)
• Skill variety – using a number of different talents in a number of different
activities
• Task identity – completion of a whole task from beginning to end with a
visible outcome vs. only a piece of the work
• Task significance – tasks that have a significant and identifiable impact
on the lives or work of other people
• Autonomy – a sense of control and discretion over how one executes
one’s work
• Individualized feedback loops – individualized consideration with a
consistent flow of information to allow one to adjust, amend, and learn.
© 2013 Halogen Software. All rights reserved. All contents are confidential.
-3
-2
-1
0
1
2
3
2 Bad 1 bad Equal # 1 Good 2 Good
Ma
gn
itu
de
Dif
fere
nc
e in
Po
ten
tia
l
Net Change inPotential
How to Ruin HiPOs: Bad Managers
Source: Adapted from Corporate Leadership Council Realizing the Full Potential of Rising Talent
Volume I: A Quantitative Analysis of the Identification and Development of High-Potential
Employees, 2005.
© 2013 Halogen Software. All rights reserved. All contents are confidential.
Key MANAGER Characteristics that lead to
realized potential
• Leading through complex change
• Strategic thinking
• Coaching and development mentality
What do great managers look like?
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Manager Tools: Development Plans and
Coaching
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Manager Tools: Development Plans and
Coaching
© 2013 Halogen Software. All rights reserved. All contents are confidential.
Take-aways and actions…
• Recognize the mandate – don’t look away!
• Understand high potential and educate your managers.
• Develop formal “HiPo” validation process using deeper level
assessments.
• Use simple, practical online tools to capture and powerfully illustrate
your workforce at a glance.
• Monitor and track HiPo’s in different talent pools and regularly assess
their fit for promotion.
• Create an explicit “HiPo value proposition” to attract and retain talent.
• Use the JCM (1976) as a checklist to ensure the right work environment
for your high potentials.
• Find and develop manager specialists that you rely on to develop key
talent.
© 2013 Halogen Software. All rights reserved. All contents are confidential.
Questions?
Thank You!
For more information:
Henryk Krajewski, Ph.D., President, The Anderson Leadership Group
[email protected] @buildvalue
Connie Costigan, Director of Marketing and Communications, Halogen Software