What do you do if your BPO company wants to identify high-potential employees using feedback and evaluation?

To effectively identify high-potential employees, leverage a multi-faceted approach using feedback and evaluation. First, define "high-potential" within your BPO context. Are you looking for future leaders, innovation champions, or process optimisation experts? Tailor your evaluation criteria accordingly, focusing on aspects like strategic thinking, adaptability, and coach-ability. Use 360-degree feedback incorporating peer, supervisor, and (if applicable) client evaluations. Analyse performance data alongside feedback to identify individuals consistently exceeding expectations and demonstrating initiative. This multifaceted approach provides a holistic view, ensuring high-potential employees aren't overlooked due to a single data point.

Implement a structured feedback system involving performance reviews and 360-degree evaluations. Analyze performance data to identify standout employees. Conduct talent reviews with managers and HR. Provide targeted development opportunities to nurture high-potential individuals. Regularly monitor progress and adjust strategies as needed.

To identify high-potential employees in a BPO company, establish criteria, gather feedback, and assess performance metrics. Conduct talent reviews involving stakeholders, offer development opportunities, and monitor progress. Communicate expectations and recognize achievements to nurture talent and drive organizational success.

I would actively participate in all feedback sessions, strive to perform exceptionally well in my tasks, seek feedback for improvement, take on additional responsibilities, collaborate effectively with my team, continuously learn and develop new skills, and maintain a professional attitude at all times. By demonstrating these qualities, I would increase my chances of being recognized as a high-potential employee within the company.

There has to be a defined criteria to identify a High Potential candidate. This must be followed by the right filtration of the candidate. Once done, the organisation should approach skill development with the help from L&D. JUST continuous coaching and feedback may not help to achieve the desired goal when it comes to identifying High Potential candidates.

I have found that looking at 360 degrees feedback rather than only from senior leaders is a more effective way of gauging potential. Of course, one has to have a way to filter out biases.

360 degree feedback system gives us the required details, in addition to the understanding of supervisor discretion backed with required data.

Use feedback and performance data to identify high potential performers. Also use qualitative methods like informal conversations to gauge potential and areas where candidate can be a good fit.

One innovative way of doing this that I have seen work is to have sentiment analysis on client communications (mails for example) and then having the algorithm determine the “mood” that the professional is able to generate.

é fundamental investir na capacita??o dos talentos da organiza??o. Uma vez mapeado as pessoas e os pontos a desenvolver, podem realizar o processo por meio de treinamentos e mentoria.

By nurturing talent. See the potential in them and guide them. As they say iron sharpens iron. The more you enable them grow, you also grow as an individual.

It's important to look into ones progress. Most individuals have put in the effort by learning the art of doing tasks and beyond. Such characters need recognition and it will act as motivation for them to push on.

In my experience, identifying high-potential candidates only takes an organization so far. Just as crucial is to define and manage opportunities to test, challenge, and develop high-potential candidates. This includes rotation through positions at various management levels and capability areas within the BPO company, and participation in task forces and special projects on a part-time or dedicated basis. This may include roles in sales, transition management, service delivery, client retention and support functions; and projects related to conferences and events, "productizing" or transplanting innovations from one account to another, stabilizing a new relationship, and recovering a problematic account.