Star talent: investing in high-potential employees for organizational success

Abstract

Purpose

The purpose of this paper is to provide practical how-to information for those looking to develop high-potential employees within their organizations or for their clients.

Design/methodology/approach

The paper is based on a combination of recent surveys and studies of what is happening with the development (or lack thereof) of high-potential employees as well as recommendations of key components for high-potential programs based on the author’s direct experience.

Findings

Though not a research paper, this work finds that while some organizations have programs in place to develop high potentials, many still do not, despite it being viewed as helpful in recruiting and retaining top talent.

Practical implications

The information provided can be used by both internal practitioners and external consultants to implement high-potential employee development programs for any size of organization.

Social implications

High-potential employees represent future leaders. Without developing them, organizations run the risk of high attrition costs along with a lack of qualified talent to fill leadership pipelines.

Originality/value

The value of this paper is twofold: it offers detailed information to set the tone with stakeholders when it comes to talking about and developing high-potential talent, and it provides a starting point with first steps for successful program implementation.

Citation

Downs, L. (2015), "Star talent: investing in high-potential employees for organizational success", Industrial and Commercial Training, Vol. 47 No. 7, pp. 349-355. https://doi.org/10.1108/ICT-06-2015-0041