Talent Glass Is Half Full

Executives believe in the possibilities of high-potential performers. Sixty-four percent of global leaders said they currently have or plan to implement high-potential talent management programs in 2010, according to the Pulse on Leaders survey from PDI Ninth House.

Respondents were leaders from 100 global organizations based in North America, Europe, and Asia Pacific.

High-potential leaders are defined as “those with the capability to take on significantly more responsibility and challenges—often in an accelerated timeframe—and to climb several levels beyond a current role.”

Focusing on exceptional talent for professional development programs can often have a significant return-on-investment. For example, one global technology organization that worked with PDI Ninth House on a program to help top employees lead important projects led to a 20 percent, or roughly $25 million increase, in revenues.

However, 26 percent of respondents reported they don’t have a high-potential program in place nor do they plan to implement one this year, and another 10 percent reported they don’t have the resources to institute a program.

PDI Ninth House recommends these programs because they focus on skills, values, and motives; they provide networking opportunities and relationship-building; and they enforce versatility, as well as providing intensive feedback, hands-on opportunities, action learning, and stretch assignments.