Author Archives: Anne Hamill

How much does potential change from entry level, to senior positions? As part of building potential models for blue chip companies, we have done research into how senior managers spot potential. We asked them to describe real people they had picked out as high potential, and talked through the ‘critical incidents’ that had made them decide that the person had high potential.

Here’s an interesting question – do you know the strengths of the people in your team? Or, if you’re a Talent Manager, do you know the strengths of the people on your programme?

In this article we’re going to look at something which is too often overlooked when talent planning – that individuals make choices during their careers about how much challenge or stretch they want at a particular point in time.

When graduates come straight from university to your company – the first week will imprint them either with high flier skills in dealing with ambiguity, or a consumer mentality. Take our quiz to see if you are creating the right expectations…the answers may not be what you expect!

Often organisations want objective benchmarking of people who managers rate as having high potential. A common ‘gateway’ to the high potential pool is by using a Development Centre to identify the best 2-3% of talent for fast tracking. But there is a risk – the risk of demotivating 50% of your potential high fliers – those who DON’T get tagged as high potentials.