Onward and Upward:How To Design, Develop, Implement and Measure an Effective High Potential (HiPo) Program

Alan A. MalinchakCEO, Éclat Transitions LLCal@eclat-t.comSeptember 26, 2016

Brought to you by The Center for Applied Learning | www.apus.edu/cal

• How many of you have a HiPo?

• Satisfied? Enthusiastic?

• Why or Why Not?

• How many of you do NOT have a HiPo?

• Disappointed? Frustrated?

• Why Not?

• How many of you are considering a HiPo?

• Why?

• What’s holding you back?

• For those that Have? Have NOT? Or Considering…

• Let’s identify and examine the Key Elements of An Effective HiPo design

• Learn > Know > Do > Measure > Repeat!

A Few Questions . . .

HiPo(s) + Strategic Talent Management – Learning

• Learn to identify those employees whose exposure to additional opportunities, experiences and relationships will provide individual and organizational growth (Retention/Cost Savings/Top Line Revenue)

• Which functions have the highest voluntary turnover rate? Costs?

• At what year or range of years are you loosing your talent?• How were they Performing? What Potential did you see in them?

• What keeps your talent from leaving?• Have you identified Why they stay? What do they have in Common?

• What Attributes and Competencies do they possess?• What is their level of Engagement? Determined by?• What are their Aspirations? Determined by?• What is their level of Commitment? Determined by?• Are their Behaviors aligned to your strategic goals? Objectives? Culture? • Do they have Business Acumen?

• Do they comprise your future “Bench Strength”?

• How can you use a HiPo to “replicate” and retain these functional experts?

• Talent – leaving or staying – has an impact on Net Operating Profit (NOP)

• Improves your Competitive Advantage within your Industry

Key Design + Development Elements – Knowing

• Identification of HiPo employees through Assessment(s) and Objective Evaluations at multiple levels

• Determine the Specific Criteria for inclusion in a HiPo• Are they in a At-Risk Group to voluntarily resign?• What level of Aspiration, Ability, and Engagement should they possess?• What level of functional competencies do they currently possess?

• Is there opportunity for improvement and growth?• Do they embrace as well as exemplify your corporate culture?

• Ensure Reliability and Validity are built into your assessments• And opportunities for subjectivity in the analysis and evaluations are minimal

• Know How Long You Want the HiPo Program

• Know Who Will Administer/Manage the HiPo Program + Participants

• Know How Much $$$ You Are Willing to Invest

• More on Knowing• Know WHAT you want and HOW you will design and develop a Multi-Step

Identification Process to Attain HiPo Candidates with your criteria

• Using Assessments• Attribute Assessment – will be scored

• Employees who demonstrate high levels of aspiration, engagement and ability have the potential grow and learn their functional role co-exists with other more complex functional roles

• Competency Gap Analysis – will be scored

• Key competencies and corporate values are key to growth

• Identify those who possess and demonstrate them regularly

• Nine Box Analysis – will be ranked

• Rank all the HiPo candidates who have both passing assessment scores

Identify High Performers Who Are Functionally

Critical Staff

HR completes an analysis and provides each BU Front Line Supervisor (FLS) with initial list of employees who meet the criteria for consideration as a HiPo Candidate + provides workbooks

Attribute Assessment

BU Director completes workbooks and completes an Attribute Assessment for each of their potential HiPo candidates with the FLS

Competency Gap Analysis

Using the workbook, the BU VP with input from the both Director and FLS completes a Competency Gap Analysis for each candidate who passes the Attribute Assessment

Nine Box Analysis (or similar tool)

Using the workbook, the BU SVP completes a

Nine Box Analysis for each candidate who

passes the Competency Gap Analysis

BG Review & Approval

Each BG EVP determines which HiPo

candidates will be presented to C-Suite for their final review

and approval

C-Suite Review & Approval

BG EVPs presents their HiPo candidates to C-Suite who determine priority list of HiPo Candidates.

HiPo Candidates are offered a place in HiPo.

Doing…

EVPs Present and C-Suite Asks Re: The HiPo Candidate

• Functions• Are there any factors preventing them from growing within their function and/or

rising to the next level within their function or this organization?• Do they maintain and continually develop their functional competencies?

Professional Certifications?

• Development• Do they search out other professional development opportunities?• Can they self-manage through an IDP that fosters learning/high-performance?• Will they “put their whole selves” into a HiPo?

• Engagement and Relationship Building• Are they open to feedback and constructive criticism?• Do they think and solve problems creatively, collaboratively and from a position of

inquiry versus advocacy?

• Shared Values• Do you believe they are dedicated to our company and committed to continue

growing in their function?

• Business Impact• Do they possess the ability to have a broader business impact across the

company?

Measurement – Evaluation – Re-Design

• At HiPo Start

• What Does Success Look Like?

• Rate of voluntary turnover in each function and associated costs

• Development of the IDP

• Mentoring/Coaching/Stretch Assignments/Cross Functional Team Projects

• Establish Developmental Activities to Foster Growth

• Developing HiPo Opportunities, e.g.,

• Align business function initiatives with corporate imperatives

• Work with a geographically dispersed team

• At HiPo Conclusion

• Hit or Missed the Mark?

• Tracking at 3 > 6 > 12 > 24 > 36 months

• Retention of HiPo Candidates

• Completion of Program and/or Promotion of a HiPo Candidate

• Increased levels of Engagement across Functions

• HiPo has increased top-line revenue or bottom-line savings (NOP)

Questions?

Thank You

www.apus.edu/cal

Alan A. MalinchakCEO, Éclat Transitions LLCal@eclat-t.com

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