During Talent Review Meetings, I repeatedly observe that those employees who are not known by the majority of executives around the table, have little chance of being identified as “high potential.
Is this problematic?
Yes, because this way the “usual suspects” will keep on receiving additional challenges.
Yes, because we lack a broader view on who can also evolve further.
Yes, because it means we are missing diversity in the pool of employees who want to and can grow.
Yes, because it means that employees with potential, who are not very visible, may receive
- insufficient recognition with a possible impact on their retention.
- insufficient developmental feedback in line with their aspirations
As an organization, do you want to increase your talent pool with ‘hidden potentials’?
Here are some tips:
- have a regular dialogue about aspirations with each employee
- introduce team members to your network – have lunch with an ‘unknown’ colleague or meet at the coffee machine
- measure potential by having employees fill out a questionnaire, hence a report clarifies who shows which type of potential
- organize ‘blind dates’ for team members with someone you think the other can ‘learn’ from
- start mentoring
- move away from the ‘usual suspect’ when asking for an employee to participate in a strategic project
- offer a platform for an employee to share his/her expertise
- take risks in filling vacancies … a 60% match of the profile is a good start
- participate in workshops or training outside your team
- ask 3 colleagues who you should definitely get to know in the organization
All these actions make potential more visible, as if a rainbow appeared from behind the cloud cover.