Most visionary organizations make sure that their employees get adequate corporate training. Though this sometimes leads to a loss when these same trained employees leave jobs and join direct rivals, it is still considered a better option than working with untrained employees. However, with funds drying up, a lot of companies have given up on training all, but only those they identify as Hi-Po or high-potential. In following Pareto’s principle here, it has been realized that barely a fifth of the employees make up for eighty percent of the work with the reverse also true. The payoff on training top talent goes very well when dealing with the most complex of tasks, but reduces as complexity levels come down. Talented employees are also “force multipliers” as they prove to be beacons for inspiring others to equally work harder or more efficiently. However, the methods companies use to gauge this top talent is rather skewed. This is because they only look at ability, which should ideally be just one of three most important attributes. In fact, a lot of leaders with high individual success, end up bringing down others’ productivity. Another important attribute in identifying Hi-Po is social skills as this is the fulcrum behind emotional intelligence. This can be best gauged through psychometric tests. The third category is the drive and passion behind achieving some task. Standardized aptitude tests can measure this.

Source:https://hbr.org/2017/10/what-science-says-about-identifying-high-potential-employees

Uploaded Date:06 February 2018