To read this content please select one of the options below:

Mining for hidden human potential

Doug Williamson (President and Chief Executive Officer, the Beacon Group, Toronto, Canada)

Human Resource Management International Digest

ISSN: 0967-0734

Article publication date: 18 October 2011




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”.


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.


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.


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.



Williamson, D. (2011), "Mining for hidden human potential", Human Resource Management International Digest, Vol. 19 No. 7, pp. 3-8.



Emerald Group Publishing Limited

Copyright © 2011, Emerald Group Publishing Limited

Related articles