2. Building a Hi-potential talent pipeline typically
requires answers to some critical questions
Think Talent Services Confidential 2
BusinessAlignment
•What is the link of
business success to
what we want to
invest in talent
development?
•Do I have a clear
view of where I
want to go?
•What will my
organisation look
like in the future?
And what market
opportunities can
the right leaders
exploit and
leverage?
LeadershipDilemma
•What will my
talents look like?
•What the
opportunity cost
for not developing
the right talent?
•How does the
organisation build
talent?
InternalCapability
•Do we have the
capabilities to drive
the processes in-
house? What help
do we need?
•What are my
anchor processes?
3. Hi-Potential Development - The ‘What’
STRATEGY
What will the organisation be like tomorrow ?
Current State Future Intent
Individuals
Who do you have today & tomorrow ?
Roles
• What roles do we have today & tomorrow?
• Experiences to build the bench & future
capabilities?
Development process
Basic / Unique
Talent
Capability
Capitalize on
strengths
Enhance
execution,
learning agility,
emotional
intelligence and
Core capabilities
•What are our
differentiating
Capabilities ?
•How do we drive
these through the
system?
Talent Priorities
Sustainable
pool of
‘ready’
Talent
Transparency, also to talent
Community of talent
Communication to organisation
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4. We can help you by creating a 4-step Hi-
potential Talent Management Framework
• Understanding Business Priorities through interviewing
Key Leaders
• Current talent framework and competency model
• Study other related organization systems
Diagnosis
• Understand Roles & Career Ladder
• Develop career path
• Roll out career path
Career Path Framework
Step 1
Step 2
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5. We can help you by creating a 4-step Hi-
potential Talent Management Framework
• Creation of Hi-Potential Talent Management
Framework
• Alignment of framework with other related systems
like PMS, Promotion etc
• Manager workshops to roll out Talent Management
Framework
Hi-Potential Management Framework
• Creation of Career Development Plan templates
• Formulate assessment framework
• Roll out Development plan at Individual Level
Creating a Development Roadmap
Step 3
Step 4
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6. Consistently produces
exceptional results and high
performance ratings. Knows
current job extremely well. May
not effectively adapt to new
situations.
Not delivering on results as
expected. Does not adapt
to change well and may be
a blocked personal learner.
Delivers results
inconsistently. Knows the
job, and may be a passive
learner. May adapt to new
situations if necessary.
Consistently meets expectations.
Knows current job well and
enhances skills as appropriate.
Can adapt to new situations as
necessary.
Consistently produces
exceptional results and high
performance ratings. Knows the
job well and continuously
enhances skills. Adapts to new
situations if necessary.
Outstanding, clearest example of
superior performance and
potential. Has the ability to take
on major stretch assignments in
new areas. Will challenge the
organization to provide growth
opportunities fast enough.
Consistently meets
expectations. Knows the job
well and enhances skills as
appropriate. Has the ability to
take on new and different
challenges on a consistent
basis.
Delivers results erratically.
Has demonstrated potential
but is not living up to it.
LEARNING AGILITY
P
E
R
F
O
R
M
A
N
C
E
Less More
Less than
effective
Highly
effective
Consistently meets
expectations. Knows
current job well. May not
effectively adapt to new
situations.
0
Not
Classified
Hi-Potential Management Template
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