Who is on the HiPo List?

Parsimonious Haiku

Many want to know,

Which list they might be put on,

But caution is advised.

FAQ Series: We strongly value transparency, so we want to inform people whether they are on the High Potential List. Is that a good idea?

One of the few debates left on the Talent Management/Succession Planning/Talent Review process. After the annual review process, should you tell people what list they are on?

Mostly not.

Why? Shock answer: because you are lying!? You really don’t know who is or who is not a valid High Potential.? Based upon subjective estimates by bosses who don’t really know what they are rating, in a process where there is politicking and hoarding.? Line managers may or may not have feelings of responsibility for preparing future leaders.? We pay them for short-term results.? There is even the consideration about whether a manager who is not a High Potential could recognize one that is.? Do you have to be a High Potential to evaluate who is or who is not a High Potential?? Would you have to be a good team builder to rate others on that characteristic?

Various surveys over the years have reported about 50% turnover of the HiPo list year to year. Some drop off the list, and others are added.? Most organizations would not and do not report that data, so we really don’t know the actual number.

The target of the annual review is to end up with a vetted, verified, valid and robust list of people with enough potential and motivation to reach the top of the organization and do well. With proper development.? Potential without development just continues to be potential.

What stands in the way?

Up until now, the rating is a subjective estimate by at least some managers who are not qualified to judge.? With the advent of the new and recent High Potential Surveys (www.TalentTelligent.com – see KSAP – The Knowledge, Skills and Attributes of people with potential), more science is now available.? The surveys can improve accuracy.

There are false positives, people who end up on the list who don’t belong.?Mostly High Protentials.? Line managers over the years have not wanted to leave High Protential behind.? Great performers.? Loyal.? Dependable.? The review would work better if there were a parallel High Protential list as well.

There are even false negatives.? People who belong on the list but don’t end up there.? Weak bosses?? Prejudice?? Poor evaluation process?? Too new to tell?

There is talent hoarding. Savvy managers understand the game.? If they put someone on the list, somebody will come and take them.? We pay them for short-term results.? They will complain that they need the talent for one more year to continue to get results.

There is reverse turkey trading (sorry, PETA).? They put people who they want to get rid of on the list, hoping someone will take them out of their hands.

There are state rights. The belief is that talented people belong to the division, region, or country, and they will take care of their long-term development. Corporate does not have to take them and move them to other units, but leadership Development requires those moves.

Calibration and scrubbing are mindsets and skills. The review surfaces possible High Potentials, and the sponsoring line manager presents and defends the case, sometimes along with a Talent Management or HR Professional. The scrubbing should be rigorous. The case needs to be calibrated with similar cases. Sometimes, a single manager doesn’t have a broad enough perspective.

So, depending on each organization’s determination and skills to execute the review correctly, it can be a flawed process.

For some or all of those reasons, informing doesn’t appear to be a good choice.

Some other considerations

For the most part, true High Potentials know they are High Potentials.? They don’t need informing.? They see palpable evidence.? They get invited to things.? They get coaches.? They are talked to by senior management.? They are moved around and promoted more often than others.? Others seek their opinions on things.? Talent Management and HR Professionals check in with them on how they are doing.?

The real problem is that many who are not true High Potentials think they are!? If you informed the people who are on the list that they are on the list, then you are also informing those who think they should be on the list that they are not. Are your line managers ready to have that discussion?? Are they apt to respond that they put them on the list, but others (HR) took them off?? Or might they say, glad you stopped by.? Let’s discuss your performance review again and see how you are progressing on the development plan you and I put together.? And that’s why you are not yet on the list.? Here again, is what you need to be doing to get on the list.

On the other hand

Everyone deserves to know where they stand. Those who are career-oriented have a right to know if they are on track or not. Does the organization agree they are worthy of retention and development? For those who are interested, everyone deserves a development plan.

Without being informed about lists.

You were discussed in the review and the organization is excited about your growth and development.?They are expecting a lot from you.? Let’s discuss your career aspirations and how we can work together to get there.

You were discussed in the review, and it was mostly positive, but some areas of improvement were identified.? Let’s put together a plan to address those needs.

For true vetted, verified, and valid consensus High Potentials, some parting of the curtain is required for retention.? They have to know the organization is going to fully support their development.? And actions will speak louder than words.? Palpable development.

And think about a false informing event.? Congratulations, you are on the list. Party with a cake.? Call home to family.? Call parents.? Start to spend savings because you are going to be promoted.? Convert the kid’s college fund to a boat they have always wanted.? Move to a bigger house.? Then the next year, being told they didn’t make the list!? One disengaged otherwise good person.? Maybe a turnover.? Embarrassed.? Disappointed.?

Someday, when subjective estimates are informed and replaced by science, and organizations get better at scrubbing and calibrating, we can return to informing.

Bob and LM

www.TalentTelligent.com