The high potential (HiPo) employees are an asset to any organization, and it is in the organization’s best interest to develop programs that help for their all-round development. While these initiatives help in mutual growth, they give HiPos the opportunity to excel in their field and help the company in fostering talent and build leadership pipeline.
For decades, business conglomerates have identified and groomed high potential talent at different levels, placed them in specially chosen and challenging roles within the organization, and then observed the outcomes, with the aim to improve shareholder returns and bring business acceleration, but also to build leadership pipeline. In today’s business environment, the workforce is majorly Gen-Yers, who respond well to fast results and positive environment, however, they have very little attention span and demand constant engagement. Although the Generation Y has been referred to as the ‘powerhouse of the global economy’, organizations are increasingly bringing innovation in learning and communication while dealing with this workforce. While Deloitte’s snapshot of Gen Y workforce attitudes makes clear that Gen Y presents both a huge opportunity and a huge challenge for today’s employers; organizations worldwide are investing in and actively encouraging talent development of their high potential employees through challenging work assignments, collaboration with peers and paying close attention to nurturing the performance of their employees.
