If the competition really wants to poach your brightest people, throwing money at the problem will only go so far.
In most large organisations, the management’s challenge is to identify the stars of the future at an early stage and then nurture their careers.
Stars of the future, the “high potentials”, are often enrolled into development programmes to ensure they are stretched both in and out of their current role and given greater visibility across the business, just in case their Line Manager is afraid of losing their talent.
Johnson & Johnson enrol these individuals into their LEAD Programme, Hewlett
Packard run a Key Talent Programme and BA a “Leaders for Business” scheme.
There is a cautionary note, however, which is that not all outstanding performers succeed.
Research has identified types of high performers who will ultimately fail:
This group has two of the three qualities that are deemed necessary for success — engagement and aspiration — but lack the mental ability to make it to the next level.
… show ability and aspiration but lack commitment to the organisation to be long term investments. However, if the problem is identified early with action then response levels are normally quite high.
This group are in many ways the lonely figures. They have the ability and engagement but lack the aspiration to get to the next level, either because they are simply not ambitious or not prepared to make the necessary sacrifices to take on more critical responsibilities.
Are you analysing your stars and taking the necessary action?