Hipo employee12/24/2022 These are wonderful problems to have they speak to issues that are solvable given the right training, mentoring, and a well-matched manager. They’ll have the autonomy to use more of their potential, and it will prepare them to become HiPo leaders, themselves. The position they talk about, that they plan for, will challenge them to be their best. Many of these notHiPos say they want a position that they can grow into. They put their Growth Mindset into overdrive, and their desire and determination to use their potential is palpable. While one might decide they lack career maturity or executive presence, The Unheard Third are usually very passionate, curious and optimistic. They don’t have a strategic plan in place for their career advancement They’re in a position that doesn’t allow them to leverage their strengths They don’t have a manager who values their contribution Many of them are “Unheard” simply because: In fact, I love working with them as much as I love working with HiPos: Most are ambitious, inspired and determined to succeed. Over the years, I’ve trained a lot of these people. This 27% of the engaged employee population is what I’ve coined, The Unheard Third™ (though not quite a third right now, it’s close enough for the sake of conversation.) This is particularly challenging for women whose performance reviews are less constructive and more personal than the reviews of their male counterparts, which are geared toward suggestions to develop additional skills. It’s not that these managers are necessarily holding back, it’s often that they, themselves, have no idea what it takes. The feeling of “other” is further exacerbated when managers are unable to tell them exactly what they need to do differently to earn the elusive HIPo status. Sure, there are people who don’t care if they graduate to HiPo, but many do. They might as well hang a sign around their necks it’s that obvious.īeing left out doesn’t inspire people to want to make their best contribution, and have the most positive impact on their organization. Who’s who in the HiPo culture is likely one of the most open secrets in your organization.īoth cohorts (HiPo and notHiPo) know what group they’re in, and membership in both of them has real and measurable consequences.Įveryone, including the HiPos themselves, knows that they are the people who are singled out for leadership training and development, conferences, sponsorship, coaching, rewards, Skittles, whatever. If you’re thinking, “But no one knows who we select for the HIPo Program,” you’d be wrong. This is the intellectual property that vanishes out the door. These are the folks who often become flight risks. “Other” people inevitably feel left out, rejected and unwanted which, ultimately, leads to disengagement. The 27% of engaged employees who don’t get the special recognition and perks that accompanies this coveted status are, default, relegated to the status of “other.” > 40% of individuals in HiPo programs may not belong thereĤ2% are below average in leadership effectivenessĥ5% of HiPos drop out of their program within five (5) years (Corporate Executive Board – CEB), and That’s a high price to pay, given that “companies are bad at identifying high-potential employees” The unintended, but not inconsequential, impact of HiPo programs is a decrease in the morale, ambition and longevity of those who are not selected to be members of this elite club- the notHiPos. Or your failure to succeed.Ĭan You Afford to Neglect 27% of Your Employees? The criterion for High Potentials not only varies from company to company, but also within the same organization, and from manager to manager.Īs you’ve probably already experienced, the quality of your manager and your relationship with that person will largely determine your success in your company. Perhaps, the most confounding issue with the HiPo designation is that it’s nebulous, fluid and subjective and, therefore, positively correlated to unconscious bias-the very phenomenon on which many companies are now doing mandatory training. I’ll get to why that’s significant in a moment. Which means that 27% of employees are engaged, but not classified as HiPos. Gallup reports that engaged employees are now 33% of the workforce. These are the verbatim conversations that spurred me to go on a mission to help reinvent the High Potential (HiPo) classification or, at the very least, help rethink it.įirst, let’s look at the numbers together.Īccording to Harvard Business Review, 5% of employees are HiPos. We allocate budget for HiPos only, so if he’s not a HiPo I can’t help him. My boss only pays for coaching if you’re designated a high potential employee, so I’m going to have to figure out how to pay for it myself. I really wanted to attend the training, but since I’m not a HiPo my company won’t give me time off. This article was originally published on The Leadership Incubator and is republished here with the author’s permission.
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