Intro to the Top Ten Tips...

Each month, Tim posts his 'Top Ten Tips' for HR practitioners on various subjects. This month's subject is 'High Potential Employees...how to ensure they don't sit out the game and then leave'. A list of subjects for forthcoming months and links to previous subjects can be found at the bottom of this page.

Be clear in the corporate mindset as to what this definition of a 'High Potential' employee (H-Pot) really means for the business, for HR and for those wearing the label. Be sure the definition is agreed at the senior management level, whatever it is: e.g. capable of sustained progression with added responsibilities such that s/he is capable of attaining an Executive Committee Member status within two additional assignments, or 4 years at a maximum;

Agree with top management what the implications are...time; effort; cost; opportunity; commitment by all involved. Don't start without these...it's a sure sign the commitment is lukewarm or missing;

Communicate the initiative to all involved. Don't assume the 'H-Pots' are the perceived 'stars' the CEO raves about all the time. Be rigorous and uncompromising in the selection vs the agreed definition;

Begin with the premise that an H-Pot has to re-earn the privilege annually. An H-Pot can be dropped of the list, but can re-earn the privilege at a later date, if merited;

Assign a 'mentor' or 'coach' to each H-Pot. Make this position fully accountable for results. A portion of a merit/bonus increase for the 'mentor'/'coach' should ride on quantitative /qualitative results here, too;

Treat the H-Pots just like a personalized machine in inventory. S/he requires care and maintenance because s/he can improve the targetted performance accordingly;

Identify a senior HR and senior line 'champion' for the programme. Do not accept mediocrity in the selection of the 'champions'. The general population will guage the depth of commitment quickly;

Accept input from the H-Pots themselves. They have a major stake in the process. It's their programme, too;

Be rigorous about identifying reasons for the success and/or failure of individual H-Pots when they make the grade or fall off-side;

Tinker with the 'rules' periodically, but don't reduce standards. Look to hiring specifications, the competitive market and other signals for clues as to how well the programme is working. It's the Company's future...why anything less?

Timetable 2000 ... Top Ten Tips

Month	Subject
March	Interpersonal Conflict in the Workplace
April	Harassment in the Workplace...practical considerations
May	360° Feedback...is it right for you?
June	Settling post-termination disputes; mutual gains
July	Business Planning in HR...how to flex HR's muscle
August	Grievance management in unionized and non-unionized workplaces
September	Key Lessons in 'Downsizing'...maintaining business & employee relationships under difficult circumstances
October	Stock Option Plan Design in private companies heading for an 'IPO'
November	Ethical Practices in Performance Appraisal & Related Salary Admin
December	Spreading scarce bonus/incentive dollars...best bang for the buck
January 2001	Outsourcing...the 'Catch 22' for HR Managers
February 2001	How to write really useful Job Descriptions...connecting the business dots
March 2001	'High Potential' Employees...how to ensure they don't sit out the game, then leave