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Identifying and Developing High Potential Employees: Lessons From the Field

Identifying and Developing High Potential Employees: Lessons From the Field. Saturday, April 4 th 10:30am. Participants. Jeff Foster – Chair, Hogan Assessment Systems Kenneth Pederson – ThinksWise Jennifer Saavedra – Dell Ryan Ross – Hogan Assessment Systems.

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Identifying and Developing High Potential Employees: Lessons From the Field

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  1. Identifying and Developing High Potential Employees: Lessons From the Field Saturday, April 4th 10:30am

  2. Participants • Jeff Foster – Chair, Hogan Assessment Systems • Kenneth Pederson – ThinksWise • Jennifer Saavedra – Dell • Ryan Ross – Hogan Assessment Systems

  3. Identifying and Developing High Potential Employees: Lessons from the Field Kenneth R. Pederson, Ph.D. Chief Learning Officer kpederson@thinkwiseinc.com

  4. Out Standing in the Field Doctorate from University of Houston and joined Dow Chemical in 1977. Variety of HR roles, mostly around Selection and Development of talent – both line and staff. 1995, Dow reorganized around Global Business Model HR systems restructured using Global Competencies 1996, led redesign of HiPo to embrace new business structure and use Global Competencies. Ran process until retirement in 2004. 2005 – present, consulting and design of Succession Planning system for ThinkWise, Inc.

  5. What Changed in the Dow Future Leader Process?

  6. Learned principles for systems that works Process must be “owned” by the CEO and driven by line management. For development, Future Leaders need to be managed as a Corporate Asset, not a local or divisional asset. In a matrixed organization, the Functions are the best drivers of Future Leader identification and development with consultation from Businesses and Geographies. Competencies are easier basis for assessment than “readiness, or potential.” The definitions can be more behavioral. Development goals need to revolve around creating an “Experience Portfolio” that prepares them for top roles, be those managerial or technical. Regardless of assessment method, the vetting and agreement/ support by two levels of leadership is critical for defining who is a Future Leader. It takes an organization 3 – 5 years (cycles) to learn and embrace a new/revised system.

  7. Questions • How does your company define “high potential?” • How does your company identify high potential employees? • What processes do you have in place for selecting high potential employees? • What processes do you have in place for developing and training high potential employees?

  8. How does such a designation affect the individual employees? • What is the impact of this system on employees that are not designated as high potential? • What procedures do you use to monitor the performance and progression of high potentials? • How do you monitor the effectiveness of your policies concerning high potential employees?

  9. What lessons have you learned from this process that others could benefit from? • Are there things that you would do differently if setting up your system again? • If you were setting up a structured system for identifying and developing high potential employees at another organization, what would your first steps be?

  10. Audience Questions ?

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