This doesn’t mean you will never be in that category because we periodically re-evaluate all our employees. “You are a valuable member of the team with potential to advance, but at this point we don’t have you rated as a HIPO. The message to these non-HIPO employees could be something like this: Two, you’re missing an opportunity to communicate feedback and help develop the non-HIPO employees. One, you risk losing the HIPOs you don’t inform. Some organizations are reluctant to communicate to HIPO’s out of fear that other (non-HIPO) employees will become demotivated once they find out where they stand. Meanwhile we are going to take specific steps to help you realize your potential with the following approach …” These moves will, of course, depend on the business needs of our company and your performance going forward. This means we could see you in a different / higher role in _ years (use a range) with potential to reach even higher levels long-term. This was determined by both your past results and the leadership attributes you currently exhibit (for e.g._). “Through our talent management process, we have determined you are a high potential leader in our organization. Have a clear and consistent message for what it means to them and the organization. Once HIPOs have been identified, tell them they have high potential and what it means. Who would we clone or hire more like them of we could?Ģ) Tell them they’re a HIPO.Who is already performing AND exhibiting the required leadership behaviors at the next level?. Who would we be ready to promote now or in 2-3 years if we needed another leader?.If your organization doesn’t, start by asking the simple questions below or contact us for complimentary tips to create a process. Many organizations have a Talent Management process in place to identify their HIPOs and retention risks. The question on their mind is, “Will I grow with my current organization or somewhere else?” Here are 4 steps you can follow to keep them invested in your organization:ġ) Identify your HIPOs. Whether or not they’ve been formally told, chances are your HIPOs know they are exceptional and have opportunities to advance. The ones other organizations (including your competitors) would love to hire? The future leaders you can’t afford to lose. This research highlights a key role of organizational trust in understanding the impact of HiPo program participation on employee outcomes.Every organization has high potential employees and managers (HIPOs). Additionally, the results provided support for several mediated moderated models. However, no support was found for the interaction effects of HiPo program participation and organizational trust on control-focused HiPo attributions. The results showed significant interaction effects of HiPo program participation and organizational trust on commitment-focused attributions. Using a cross sectional survey design, a sample of 242 employees provided support for the four mediated relationships for commitment-focused HiPo attributions, but not for control-focused HiPo attributions. I test four mediated models to understand whether HiPo attributions (commitment-focused and control-focused) mediate the relationships between HiPo program participation and employee outcomes (i.e., affective commitment, job satisfaction, turnover intent, and OCBs), and whether organizational trust moderates the relationships between HiPo program participation and HiPo attributions. In this study, I examine the process through which HiPo program participation impacts employee outcomes by incorporating other important variables. The second study aims to replicate and extend the findings of Study 1. The results provided support for all hypotheses. A cross sectional survey was used to collect data from one division of a large multinational company (n= 65). Moreover, I hypothesize that organizational trust will mediate the relationships between HiPo program participation and employee outcomes (i.e., affective commitment and turnover intent). In the first study, I hypothesize that employees who are included in HiPo programs (i.e., HiPo employees) will have higher affective commitment, lower turnover intent, and higher levels of organizational trust. This research aims to open this black box and examines the underlying mechanism through which HiPo program participation impacts employee outcomes.ĭrawing on social exchange, psychological contract and attribution theories, I conduct two studies to examine the impacts of HiPo program participation on various employee outcomes. However, much is still unknown regarding how these programs affect employees, and the link through which employee participation in HiPo programs affects employee outcomes remains a black box. Organizations implement high potential (HiPo) programs to identify, develop and retain their most talented employees (also known as high potential employees).
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