2018高潜人才兑现承诺降低风险分析报告.pptx

,高潜人才,兑现承诺，降低风险,降低高潜项目风险提升高潜人才项目成功几率,识别,结果。,您的高潜人才项目投资回报是否符合预期?对于企业而言，相比对普通员工，高潜人才可为组织多创造91%的价值。然而现实结果则大相径庭，高达73%的高潜项目无法达成预期,谁才是真正的高潜人才?近50%的企业缺乏系统化流程以准确识别高潜人才，因此由于对候选人才的判断失误而导致项目最终失败也就不足为奇了。,您是否对高潜人才项目颇感兴趣?点击此处探索更多,高潜人才项目所面临的,种种挑战,发展,对标,您的高潜人才与竞争对手相比是否存在差距?多数企业采用内部基准衡量人才，但若适当采用外部基准进行人才对标则可能为您开拓全新视角。,高潜力vs 高绩效如何弥合差距?提及发展，95%拥有高潜项目但表现不佳的企业就跟进行动计划，辅助员工个人发展适应新角色方面而言普遍效率低下。,您的高潜项目是否成功驱动企业绩效?多数高潜人才项目收效甚微，46%的领导者履新时无法胜任，而55%的候选人在项目开始5年后续掉出高潜人才队伍。,下一步,挑战,大多数的企业都理解高潜人才对企业的重要性。CEB的研究显示，高潜人才相对非高潜人才能为企业多带来91%的价值，比担任同职位的一般员工要付出多21%的努力。毫无疑问，高潜人才可以帮助企业提高业务产力和生产效率。然而，大多数企业没有意识到其中所蕴含的巨大价值。事实上，73%的高潜项目既无法体现出对于企业业绩的影响，也无法计算出具体的投资回报率。,对标,发展,识别,下一步,高潜人才项目所面临的,种种挑战,1/2的HR专业人士对高潜项目缺乏信心。HR高管最常见的问题包括： 高潜项目耗资很大我真的投资在对的人才上了吗? 我们现在应该做些什么准备来帮助高潜人才胜任未来更具挑战的高级职位? 为什么我的高潜项目不奏效? 我们认定的所谓高潜人才，最终却无法胜任,高级职位。,1/2,不论在个人层面还是企业层面，高潜项目都无法实现预期效果,64%的高潜人才不满意其职业的发展经历,69%的高潜项目无法建立强大的继任者培养,管道怎样才能确保您的高潜项目不落入这样的尴尬境地呢?一切始于精准识别真正的高潜人才。,对标,发展,识别,下一步,高潜人才项目所面临的,种种挑战,识别,谁是您真正的高潜人才?, 我们不知道目前正在使用的模型是否可以精准识别可在, 经理评估过度主观，并不能精准评估真正的高潜人才, 我们并不清楚将简单的九宫格应用于复杂的高潜人才识,别是否恰当,您的高潜项目是否选对了人?不论您高潜项目的发展方面有多么高效完备，如果您根本就没有选对人，那么无论如何都达不到理想的结果。许多项目中领导者调动资源，启用培训和,职业机会给那些完全不适合高级职位的人，或者那些即使担任高级职位也能力不够的人。为什么传统识别方法行不通?,通常方法高潜人才诊断经理评估或过往绩效数据使用简单的九宫格,46%,有几乎一半的企业缺乏系统化流程以精准识别高潜人才,对标,发展,识别,下一步,高潜人才项目所面临的,种种挑战,潜在问题未来胜任更高职位的人才,几乎一半的企业缺乏系统化流程来以识别高潜人才,并且过度强调人才的过往绩效。然而，单单在过往绩效的基础上挑选高潜人才是有所偏颇的：因为每7个高绩效人才中只有一个才是高潜人才。,这也就意味着，很多资源都浪费在了错误的人身上，这也是为什么顶尖组织正在重新定义高潜人才。CEB研究强调，真正的高潜人才，不但需要高绩效，,还需要评估三个不同的维度以衡量其是否能被提拔到更高级或更关键的岗位上去。太多的优质资源浪费在了错误的人身上,三个重要维度:抱负: 是否想要高级职位能力: 是否能胜任高级职位，能否承担更多责任敬业度: 是否忠于企业，并愿意承担更具挑战的岗位企业需要精确测评以上三个维度以识别真正的高潜人才。,对标,发展,识别,下一步,高潜人才项目所面临的,种种挑战,抱负,能力,敬业度有强能力和敬业度但是抱负很低的员工是无法胜任高级职位的，简单而言，因为他们不想要这么多。我们称这类员工为不同步的明星。,很低。,抱负,能力,敬业度敬业的梦想者是指那些非常想要更高职位且非常敬业，但是他们能力不足。除非企业可以发展相应的技能，不然他们成为企业下一阶段继任者的可能性,抱负,能力,敬业度不敬业的大明星是指那些抱负和能力都非常强的员工。然而，他们对于工作和企业不够完全忠心，他们可能不会长久地留任于企业。,三大关键因素如何平衡?,风险 1:人才不愿意被提拔到高级职位的风险,风险 2:人才无法胜任更具挑战职位的风险,风险 3:人才跳槽去竞争对手公司的风险,抱负、能力和敬业度是高潜项目投资获得产出的关键。三者少其一就可能导致下一环节项目成功概率减少40%。通过有目的性的测评，您可以精准定位上述三个维度，为您精准识别高潜人才，降低项目失败风险:,对标,发展,识别,下一步,高潜人才项目所面临的,种种挑战,基准,如何衡量高潜人才从而有效应对市场竞争?,25%,为了有效的发展高潜人才，您需要外部对标。全球市场现在竞争日益激烈。当今的高潜项目经理需要理解如何将高潜人才和竞争者进行对标，而不是只看内部的评估。如果您不和行业顶尖同行对标，那么您将冒着无效发展的风险，对于未来的市场挑战，您可能发展了错误的技巧。,的业务高管使用HR分析工具辅助关键的人才决策,只有,对标,发展,识别,下一步,高潜人才项目所面临的,种种挑战,从宏观和微观级别上权衡高潜测评,外部基准提供了您的高潜人才距离有市场竞争力还有多远的洞察。宏观分析确保您的高潜人才发展活动是能够拓展其潜力以推动企业不断前行。,客观的，将您的高潜人才和行业顶尖相对标,权衡高潜人才的强项，弥补他们的弱点,为行业量身定制发展，提供有目标的发展速度,设置高潜发展常规检查点，可以帮助您基于人才的进步优先关键的经验和活动。这些对标活动也能让您看到高潜项目活动和其他领先的企业正在开展高潜项目相比是否有效果。基准对标数据也可以帮助您了解哪些人是目前就要立刻培养的，哪些是以后需要关注的。您的优秀员工和最敬业的员工是您目前高潜项目的理想人选。但是，那些目前尚未立即投入项目但本身拥有较高潜力的高绩效员工也必须重点关注。,我们缺少的是一个对于高潜人才库质量由外到内的掌握。,对标,发展,识别,下一步,高潜人才项目所面临的,种种挑战,发展,您能结合高潜力和高绩效之间的差距吗?,提及发展，大多数高潜项目表现不尽如人意,只有5%的企业能有效率地跟进行动计划以帮助个人发展并适应新角色。,只有45%的员工感觉其直线经理在员工发展上表现出色。,对标,发展,识别,下一步,高潜人才项目所面临的,种种挑战,为什么传统识别方法行不通?传统方法 潜在问题高潜人才识别是一次性的事 再测评之后缺乏有效计划开展发展项目一个方法所有人用 计划不考虑个人需求,64%高潜人才对其发展经历,不满太依靠正式培训 员工不能学以致用,70:20:10 模型我们如何努力不对应我们如何学习,高潜人才学什么不重要，重要的是他们如何学习。然而事实是有70%的学习均来自个人经验，20%可从他人身上习得长处，仅 10% 来自于正式培训内容。研究表明在职学习相比传统培训在影响敬业度提高上翻了2.5倍，在影响绩效表现上则要高3倍。,70%,20% 10%,思考您是如何进行人才发展活动的，如果您向大多数企业一样，发展项目包括场外拓展、教室培训课程、指导或在线电子学习等。70:20:10LearningModel,对标,发展,识别,下一步,高潜人才项目所面临的,种种挑战,现实是我们从“做”中学,由于在高潜人才发展上，企业过度强调了传统的培训方法，以至于费太多精力在单个人才胜任力发展上，而花太少的精力在帮助高潜人才学以致用并提高,工作绩效上。事实上，专注于在职学习可以帮助提高16%的员工知识和技巧。,16%,最有效果的高潜人才发展活动应当强调一个可见的，对于被发展者来说重要的，且具有有挑战性的经历。这些经历不仅能将个人的潜力充分应用和实现，同时可以提升其对企业的承诺以及发展意愿。CEB研究表明，有效果的高潜项目可以通过提供清晰的职业发展路径、发展机会及有挑战的工作以提高人才敬业度。这影响将是持久的：员工满意职业发展规划将提升23%的敬业度，然而当发展机会和个人的职业目标契合的话，则将进一步提升35%之多的敬业度。,将发展机会与个人的,职业目标匹配，可提升35%敬业度。35%,对标,发展,识别,下一步,高潜人才项目所面临的,种种挑战,高潜力员工更倾向于他们可以承担更大责任的经历，在更高风险的情况下发展技能和工作能力。但是仅把高潜人才置身高风险的情况是不够的。当高潜人才处于高风险且高回报的机会，并且他们可以得到全力支持以避免失败，那么该人群的敬业度则会高出70%。,有目标的发展任务能使高潜人才向更高职位或角色发展的意愿度提高23%。,23%,明确长期的职业发展路径,提供与职业规划相符的发展机会,确保任务的挑战性和信任度,高潜敬业度最大影响管理者可提供具有竞争力的职业发展机会以引导并提升员工敬业度,对标,发展,识别,下一步,高潜人才项目所面临的,种种挑战,提供获得必要经验的实践机会。但是仅仅这样做还是远远不够的，必须推动高潜人才未来取得真正的业绩表现的关键是从经验中进行总结，从而学习技能并充分掌握。,对于经理和高潜人才来说，有好的机会和总结学习是一个挑战。为了确保成功，需要一步步的指导帮助高潜人才找到正确的机会拓展其工作经历和经验。帮助他们学习如何从经验中总结，从而提升绩效表现。,30%,经历,总结,绩效,+,=,高质量学习经验,如何学习,从经验中学习,25%可将能力应用于学习,75%可将能力应用于学习,提升绩效,对标,发展,识别,下一步,高潜人才项目所面临的,种种挑战,您的高潜项目是否成功驱动企业绩效?,下一步,如何使高潜人才库的管理更有影响力?对于持续时长超过五年的高潜项目，您最优秀的人才很有可能已经陆续掉出了高潜人才队伍。,7%,25%,跳槽去了竞争者公司,55%的高潜人才在项目开始五年内陆续掉出了高潜人才队伍,较低的抱负而掉队能力不匹配从而掉队3%,20%,离职,对标,发展,识别,下一步,高潜人才项目所面临的,种种挑战,最大化您高潜项目的影响力:十个需要提上日程的关键问题,我们如何识别真正的高潜人才? 我们怎么知道我们将最正确的人放入高潜项目?合理沟通：组织识别出高潜人才后，是否该清楚告知本人；对于未能入选的员工则为其直线经理提供足够指导用以沟通交流。,究竟使用内部基准进行高潜人才对标，还是采用外部基准和行业顶尖的人才乃至关键竞争对手的人才对标?我们该如何使用高潜识别测评和基准以设定各项学习发展活动的优先级?,我们该如何成功管理发展高潜人才的角色和项目所蕴含不同程度的风险?,我们能确定高潜人才得到最理性的资源分配了吗?我们是否竭力留住人才以确保高潜项目的投资回报率呢?我们该如何跟踪高潜项目的影响力和后继成功呢?我们应该如何使用评估指标以保证高潜项目可顺利适应持续变化的市场环境和业务需求的?我们该如何有效结合高潜项目的长远战略人才与企业业务目标，亦或是分开执行？,678910,对标,发展,识别,下一步,高潜人才项目所面临的,种种挑战,实现业务影响最重要的是，如果您对高潜人才进行了有效识别，并合理的发展培养其成长为企业未来的领导者，则对您企业未来的绩效产生源源不断的积极影响。,高级的领导者可达成超过90%,的盈利收入,2X,高级的领导者能取得倍多的利润增长,培养有效学习环境的组织可以提升14%,绩效,Top Tips: BenchmarkingHigh-PotentialsFailing HIPO programs are often the result of ineffective development strategies. This is causedby a lack of accurate data to link HIPO development to program results. CEB research confirmsthis risk - only 25% of senior business leaders use HR analytics for key talent decisions. Mostorganizations rely on highly subjective data to drive their HIPO development strategies. Thiscan increase this problem - internal benchmarks and manager evaluations being the mostcommon metrics.What HR Leaders Can Do Now:Review your use of HR analyticsMost business leaders dont use HR analytics to inform talent decisions and if they do, it islikely to be subjective. Revisit the analytics you currently use. Quantify each on their degree ofsubjectivity, and use this to identify critical data gaps that risk your HIPO program success.Use external benchmarksMost organizations shape HIPO development needs based solely on internal comparisons. Thisresults in a narrow view of HIPO development needs. HIPOs are your future leaders your job isto ensure they are prepared to succeed when facing tough external competition in the future.Develop a plan to close the gapsOnce you identify the data gaps, create a plan on how to get the analytics you need. In mostcases, this requires both new measurement methods (such as HIPO assessments) and datathat exists today (such as objective performance metrics). It may also require the definition offuture data needs. Traditional 9-box data, manager ratings, and performance data are no longersufficient to ensure HIPO program success.Decide what you want the benchmarks to informMany organizations dont have a clear objective when they evaluate benchmarking data for theirHIPO programs. Knowing what you want your outcomes to achieve is critical in understandingthe data you require. Agree on the objectives in advance. Ensure the data you use provides thenecessary insights to shape your strategy and programs.Activate all your talent in your HIPO pipeline with differential benchmarksVirtually all HIPO programs identify talent that is high performing, but not high-potential. Dontignore the value these individuals bring to the table. Use targeted benchmark data to guidedifferent development outcomes for these groups. This ensures that your HIPO program makesall your talent better, even those that will be nurtured for other roles in the future.High-Potentials: Realize the Promise, Reduce the RiskGet Started Today at cebglobal/HIPOSource: All research leveraged from CEB Corporate Leadership Council, CEB2015 CEB. All rights reserved,Top Tips: DevelopingHigh-PotentialsAn effective development program is essential to retain top talent and drive performancein new, more challenging roles. CEB research shows that while 75% of managers consideremployee development integral to their role, only 5% of high-potential (HIPO) developmentprograms successfully drive development to enable top talent to reach full potential andincrease HIPO performance by up to 30%.What HR Leaders Can Do Now:Develop your HIPOs through on-the-job learning experiencesHIPOs, like all of us, learn by doing. Traditionally most HIPO development focuses on classroomtraining, but in reality 70% of learning comes through experience, 20% comes from learningthrough others, and only 10% comes from formal training. Most companies struggle to bring thismodel to life. Providing HIPOs with stretch work experiences is not enough. You need to providea structure, guidance, and tools that show HIPOs how to learn and what to learn during theseexperiences, and provide them the ongoing feedback to support their progress.Tailor development activities to individual needsMany HIPO development programs are “one-size-fits-all,” even though development needsvary from person to person. By structuring development activities to the specific needs of eachHIPO, you can maximize their readiness for advancement and improve the strength of yoursuccession pipeline.Ask your HIPOs to commit to their development pathHIPOs are your most valuable assets both now and in the future, but 64% are dissatisfied withtheir development experiences and less than half have a high intent to stay. By demonstratingyour commitment to a development path and asking for a reciprocal commitment from theHIPO you drive the engagement necessary to both retain and drive future performance.Provide your managers with the right tools to enable talent developmentMost organizations rely on managers as the primary avenue for developing HIPOs, but often failto provide them with the right tools to develop their HIPOs effectively. While some managersare naturally good coaches, most are not which leaves development and learning to happenon its own. Take control of your development programs by providing managers with easy-to-use tools that help them structure and guide HIPO in-job development in ways that are mostrelevant for each individual.Dont forget your other critical talentOnly 15% of high performers are also high-potential. Make sure you keep the remaining 85%engaged by providing experiential learning opportunities that maximize their future potential.Organizations that create a productive learning culture for all employees realize up to 14% higheremployee performance.High-Potentials: Realize the Promise, Reduce the RiskGet Started Today at cebglobal/HIPOSource: All research leveraged from CEB Corporate Leadership Council, CEB2015 CEB. All rights reserved,Top Tips: IdentifyingHigh-PotentialsIdentifying high-potential talent is a top priority among 51% of HR professionals. Howevera fundamental issue confronting these organizations is how to identify true high-potentialsmore efficiently across the enterprise. Nearly 1/2 of companies lack a systematic processfor identifying HIPOs and of those that do, only 1 in 3 use robust methods. The inability to dothis accurately means that many programs are directing their resources, training and careeropportunities to employees who are unlikely to rise to, and be successful in, more senior andmore critical positions.What HR Leaders Can Do Now:Use objective and predictive measures to identify and validate true HIPOsWithout a way to accurately identify high-potential, many organizations simply assume thattheir high performers are their high-potential employees. The reality is that higher job levelsrequire different skills and levels of commitment than lower level roles, so excellent performerstoday are not necessarily tomorrows leaders. In fact, only about 15% of an organizations currenthigh performers are also high-potentials.Check the measures youre using to identify high-potentialsMost HIPO assessments measure leadership competencies such as strategic vision anddriving change. CEB research has also uncovered two other factors that are critical for HIPOidentification. The first is aspiration the desire and drive needed to achieve higher levels.The second is engagement also critical to a HIPOs success. Nearly 60% of high-potentialemployees with high engagement levels have a high intent to stay-more than double that ofhigh-potential employees with lower levels of engagement.Review and re-assess whos on your HIPO program and whos notIf youve been using subjective criteria to identify candidates for your HIPO program, carry outa talent audit on your existing program participants. Extend the reach of the audit to other highperformers to check you didnt miss anyone.No matter what you call them, make sure they know they are specialHigh-potential employees value recognition. However, our research shows that only 37% oforganizations communicate high-potential status to high-potential candidates. Given theimportance of reinforcing engagement to ensure that the organization does realize a return ontheir investment, organizations should consider telling their candidates of their status.Ask for commitmentThe investment organizations make in HIPO employees is substantial and shows a strongcommitment by the organization to the employee. Yet only 1 in 9 organizations ask their high-potentials for a reciprocal commitment. Formalize their commitment to the program and toyour organization to ensure you are realizing these individuals full value.High-Potentials: Realize the Promise, Reduce the RiskGet Started Today at cebglobal/HIPOSource: All research leveraged from CEB Corporate Leadership Council, CEB andSHL Talent Measurement Global Assessment Trends2015 CEB. All rights reserved,Top Tips: ManagingHigh-Potential Programs73% of high-potential (HIPO) programs fail to yield business outcomes or return on investment.This may be because the overall HIPO program is not designed in a way that maps to theorganizations business goals or is not managed as business needs change.What HR Leaders Can Do Now:Design the HIPO program to achieve the capabilities needed for future successNo organization can perfectly predict its future, however most strategic planning exerciseswill yield a list of objectives three to five years out. With those objectives as the starting point,cascade your HIPO program objectives to ensure the skills you are identifying align with whatwill be most critical to future business results.Establish metrics-based reportingLeading companies are innovating on ways to track progress and demonstrate the returns onHIPO programs. Use a dashboard to track the programs progress against key milestones andthe degree to which HIPOs have, and are acquiring, the most-needed skills and expertise. Thisdata allows HIPO program managers to productively partner as well as secure resources for theprogram.Effectively manage communicationsWhile most companies do not refer to employees or programs directly as “high-potential”,communications about the program can be used to drive employee engagement across boththe HIPO community and the broader workforce. Many companies design a branded internalcampaign for their program which can be a cornerstone of the employment value propositionfor new hires as well as current staff.Deliver on promises to HIPOsExit data on high-potentials leaving organizations shows that these departures are often theresult of unfulfilled promises made about careers, development, and other opportunities.Leading companies are establishing “HIPO contracts” and putting in place plans to realize thesepromises. Each year, HIPOs and managers then adapt the plan, reset expectations, and trackalignment of current opportunities to the HIPOs wish list.Evolve the HIPO program every yearThe best HIPO programs are not the same every year. Leading companies review their HIPOpool on an annual basis and are candid about moving out individuals who are not best-fitted tothe organizations future. These companies also evolve the program itself on an annual basis toguarantee that it best fits the needs, preferences and priorities of participants.High-Potentials: Realize the Promise, Reduce the RiskGet Started Today at cebglobal/HIPOSource: All research leveraged from CEB Corporate Leadership Council, CEB2015 CEB. All rights reserved,