Keep the promise of potential by avoiding these mistakes in your Hi-Po Programme

Maximising the impact of a high-potential programme can be a game-changer for the growth of an organisation. However, navigating the design and implementation successfully requires one to have a keen awareness of the potential pitfalls. For this, we explore the common mistakes to avoid:

Having an unclear and narrow definition of potential

Potential should mean that an individual demonstrates a combination of higher-order skills and desired leadership behaviours, in addition to meeting a threshold of performance.

Using the nine–box as the end in itself

The nine-box should only be used once the potential has been identified to map out development plans. Relying on this method for identifying high potential can undermine its purpose and effectiveness.

Making non-high potentials feel excluded

To maintain an overall level of morale and motivation, it is important to make the non-high potentials feel included. They should receive opportunities to work on their development areas, and clear feedback on where their careers stand in the organisation.

Being slow in investing in people after identifying potential

Once talent is identified, plan a clear development journey with allocated budgets and organisational support to facilitate growth. Make sure regular reviews and continuous improvement measures are in place to keep development on track.

Not covering all key groups across the organisation

The programme should be inclusive, covering all business units, functions, and demographic groups to not only ensure equal opportunity but also a diverse talent pool.

Making talent merely an annual activity

The programme needs to be a continuous business process and not an annual activity that is linked to the rewards or progression process. Continuous engagement with high-potential employees would help maintain momentum and align their growth with organisational goals.

Treating the talent data as numbers or isolated points

Talent data should be treated as strategic business data, as viewing it as isolated numbers can lead to missed opportunities for strategic talent development. Business managers should be trained to use data insights to select, develop, and engage talent within their units.

By avoiding these common mistakes, organisations can ensure their high–potential programmes are impactful and drive sustained growth.