{"id":2858,"date":"2019-05-19T20:48:04","date_gmt":"2019-05-19T20:48:04","guid":{"rendered":"http:\/\/hr4free.web-romandie.ch\/?p=2858"},"modified":"2019-07-17T05:39:25","modified_gmt":"2019-07-17T05:39:25","slug":"how-to-identify-high-potential-employees-for-your-business-succession-planning-sample","status":"publish","type":"post","link":"https:\/\/hr4free.com\/en\/Employee-Development-Processes\/How-to-Identify-High-Potential-Employees-for-Your-Business-Succession-Planning-Sample","title":{"rendered":"How to Identify High Potential Employees for Your Business Succession Planning – Sample"},"content":{"rendered":"

Business succession planning is an integral part of the HR Department’s advisory services to the management.<\/strong>\u00a0It participates in the development of employees’\u00a0professional skills<\/em>, which has become one of every Chief HR Officer’s core activities. Moreover, it is the latter’s task to draw the management’s attention to succession-related issues, in line with the organization’s\u00a0strategic orientations<\/em>\u00a0and the ensuing\u00a0budget forecasts<\/em>. A company that neglects this strategicissue might indeed find itself helpless, should it be confronted to the unexpected departure of some of its key people.<\/p>\n

In order for your succession planning to be relevant, the company will first need to identify its high potential employees<\/strong>, i.e. the organization’s\u00a0“key people”<\/em>. This is all the more important if your company keeps surplus staff in reserve without giving them any concrete development opportunities. This can indeed prove a major cause of dissatisfaction and result in high turnover rates.<\/p>\n

TOOLS<\/strong><\/h5>\n

Drawing up your\u00a0company’s people portfolio (illustration)<\/a><\/strong>\u00a0– derived by analogy from Boston Consulting Group’s\u00a0“growth-share matrix” model<\/em>\u00a0– will allow you defining a\u00a0global development strategy<\/em>\u00a0for the company staff as a whole. The graph is drawn along the two following axes:<\/p>\n

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  1. the results of the periodical performance appraisals (ratings)<\/em><\/li>\n
  2. the subjective perception of the employee\u2019s potential for development\u00a0<\/em><\/li>\n<\/ol>\n

    \u200b<\/em>The people portfolio matrix may be read as follows:<\/p>\n

      \n
    1. Quadrant I:\u00a0<\/strong>This quadrant visually represents a population of employees who display a low potential and whose ratings are unsatisfactory. This is the equivalent of “question mark” products\/services in the BCG model.<\/li>\n
    2. Quadrant II:<\/strong>\u00a0Here we find a population of high potential employees whose ratings are weak. The causes of this state of affairs ought to be investigated. It may be, for example, that an underuse of these employees\u2019 skills has resulted in a loss of motivation.<\/li>\n
    3. Quadrant III:<\/strong>\u00a0These are the “stars”, the company\u2019s key-people. The crucial point here is to check whether these employees have all been included into business succession plans.<\/li>\n
    4. Quadrant IV:<\/strong>\u00a0Such employees display proficiency at work, yet their potential for further development seems to be limited.<\/li>\n<\/ol>\n

      Please note that diverse\u00a0assessment techniques<\/em>\u00a0(computer tests, Assessment Centers\u2026) may be implemented in order to objectify perceptions regarding the candidates\u2019 potential.<\/p>\n

      PRACTICE<\/strong><\/h5>\n

      Once you have determined the\u00a0key positions<\/em>\u00a0for which a succession plan must be designed,\u00a0you can assign two successors to each of the corresponding job holders<\/strong>. This process is based on the company’s\u00a0people portfolio<\/em>\u00a0and leads to the selection of:<\/p>\n