Which of our employees are capable of leading the organization in a few years' time? How can I best use my individual strengths and motivations within the organization?
The identification of talents asks the question as to how employees can develop in the future. It is thus a question of making forecasts and defining the individual potential of employees. These are key questions from an organizational perspective as well as for the employees' own guidance.
When assessing potential, several dimensions are considered:
• Potential for what: In what direction can an employee develop?
• How strong is the potential? Is an employee able to develop to a much greater degree
• When can the potential be realized? Which individual experiences or more general development measures might still be required?
The entire performance portfolio, from performance management to classical diagnostic processes, is often used to determine the potential. In doings so, many established solutions are being tested.
Diagnostic processes change to real live situations whilst observation is taking place.
In addition to or as an alternative to the classic top-down talent identification procedure, self-nominations are increasingly common. It is an option for employees to nominate or apply themselves for development programs, succession planning or vacant positions.
The experts of the hkp/// group support international organizations to develop a definition of potential and to apply this definition in Talent Management, Performance Management and diagnostic processes.