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The Hidden Talent

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This article has been submitted by Korn Ferry Hay Group.

Organisations around the world are increasingly looking internally to identify the potential they need for the future. The global talent crisis means that organisations have to be smarter about how they source the people they need to deliver their strategy. Finding people externally can be difficult, time consuming and costly. The emphasis is now on organisations to understand what talent is already in the business, and to ensure that it is developed and nurtured effectively. So how are companies identifying those with high potential?

Previously, companies have relied upon their managers to spot their top talent, and recommend those that should be placed on to high potential programmes. This approach is seen by many to be outdated, and if it doesn’t deliver the people the organisation needs to compete, can be seen as a failure to stakeholders within the business. But what alternative is there?

Organisations that we work with provide insight for all employees in to their high potential scheme and the future roles applicants might expect to fill.

This can encourage a wider pool of people to apply without relying on the recommendation of managers. Increasingly this approach is allowing organisations to identify the hidden talent within.

Opening up high potential programmes to a wider internal audience can lead to a high volume of applications, and managing this effectively can be a real challenge. We would recommend an approach that allows individuals to make an informed decision – using self-driven, online processes which provide insight for the individual, development advice and an indication of their likely fit to the programme, this approach can allow people to self-select themselves out before applying.

The solution:

Implementing an engaging and insightful process for your high potential scheme allows individuals to see if they are suitable, whilst also allowing organisations to make the best of the talent they already have in- house.

  • An internal website can be a great way to create interest in the high potential programme. Ideas for content include an overview of the programme, the different stages within the application process, and testimonials from previous candidates who have gone on to complete the programme.
  • Provide insight in to the programme and future roles by using a realistic preview. Individuals are able to find out more information, while also being given the opportunity to self-select themselves out of the Providing insight upfront could also reduce the amount of people that drop out of the programme, or leave shortly after its completion.
  • Online psychometric assessments, such as personality or ability assessments, can be used to highlight the strengths and weaknesses of candidates, along with their likely fit. Following completion of assessments, candidates should be provided with objective feedback, to aid their future
  • Once a candidate has received feedback on their psychometric assessments, they are able to submit an official

By this stage, only the very best of your internal talent will be left in the process, and their numbers should be a lot more manageable for your HR team to handle – reducing HR’s involvement in the early stages of the process can free up valuable resource. Employee-driven, automated high potential programmes are beneficial for all those involved. By giving an increased number of internal candidates the chance to apply, organisations are more likely to identify and develop their top internal talent, in a way that is fair and objective.