Mining for hidden human potential

Abstract

Purpose

The article aims to advance the view that, in order for organizations to win in the marketplace, they will have to shift their focus to “identifying potential” rather than solely being focused on “managing potential”.

Design/methodology/approach

The article makes the point that the leader of the future will need to have a rich experience repertoire, broad cognitive abilities, an exploration mindset and the ability to attract talented people.

Findings

It is argued that managing and measuring performance of people is no longer the primary workforce‐management issue, but prospecting and accurately evaluating potential are critical to long‐term success.

Practical implications

The article contends that identifying then releasing talent will create winning conditions. It describes some of the qualities that will be needed in future, if organizations are to adapt to the massive social changes taking place around them.

Originality/value

Organizations that do not understand how social and generational changes relate to their business model will find themselves at a disadvantage for relevance and economic prosperity in the future.

Citation

Williamson, D. (2011), "Mining for hidden human potential", Human Resource Management International Digest, Vol. 19 No. 7, pp. 3-8. https://doi.org/10.1108/09670731111175498