How do you assess / evaluate potential in your organization? Do you use a particular assessment tool to validate or confirm potential ratings given to employees as part of the performance management system?
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We define potential based on: Ability, Aspiration, and Engagement. We use a 9 box- The placement is determined based on sustained performance over time and potential.
We assess potential based on 3 factors: Aspriration (do they want it), Ability (can they do it) and Commitment (Are they willing to do what it takes to get there, e.g. try new roles, relocate, take on stretch assignment, etc.).
Hello Melissa, could you please share how you define the final potential based on the three factors: is it High, Medium, and Low, and are they also aligned to readiness?
We do "High", "Medium" and "Well-Placed", we also have an "evolving talent" category for people who are new to role/orgnization. We don't align to readiness, but look at promotability, e.g., high aligns to promotable at least 2 levels, medium = promotable one level and well-placed is at target level.
Performance and potential are not the same and just because someone is high performing does not mean they are also high potential. The best players don't necessarily make the best coaches. So our performance mgt/development process and our business talent review are bifurcated. Our BTR process assesses potential; we use a 4-box - Top Talent, Emerging Potential, Key Contributor, and Limited Potential. Placement informs targeted development and succession planning. Leadership Potential is based on 6 key factors/behaviors: aspiration/drive; capacity; self-awareness; equity; inclusion; and relationships/organizationally savvy.
Curious - do you then assess leadership potential after you have placed them in the 4 box?
1000% agree. Interesting to see all these perspectives
We have Talent Dialogues with all leaders. IF someone is mapped as a high potential we discuss their career journey in a bit more detail and ensure they are mapped to a specific position / promotion and included in Succession plans. 9-box is the background for talent placement but assessing them includes performance, skills and competencies review, how they have evolved in development plans and may be complemented by behavioral leadership assessments.
Is the behavioral leadership assessment an internal or external assessment?
we currently measure potential during Q2 and performance during Q4. Our potential categories are based off of leadership, potential value, contributor, subject matter, expert or talent concern. The output of the potential discussions informs investment in development for specific talent.
Our team is currently working on how do we combine the talent planning and performance management process is a little bit closer so that we’re talking about the full individual rather than just at a moment in time
What that looks like is still up for discussion which is where I would love to connect with some of you all to learn more