Given these statistics, the authors have come up with a "top 10" list of critical components that should be considered for a talent-development program:
- Explicitly test candidates in three dimensions - - ability, engagement, and aspiration.
- Emphasize future competencies needed (derived from corporate-level growth plans) more heavily that current performance when you're choosing employees for development.
- Manage the quantity and quality of high potentials at the corporate level, as a portfolio of scarce growth assets.
- Forget rote functional or business unit rotations - - place young leaders in intense assignments with precisely described development challenges.
- Identify the riskiest, most challenging positions across the company, and assign them directly to rising stars.
- Create individual development plans - - link personal objectives to the company's plans for growth, rather than to generic competency models.
- Reevaluate top talent annually for possible changes in ability, engagement, and aspiration levels.
- Offer significantly differentiated compensation and recognition to star employees.
- Hold regular, open dialogues between high potentials and program managers, to monitor star employees' development and satisfaction.
- Replace broadcast communications about the company's strategy with individualized messages for emerging leaders - - with an emphasis on how their development fits into the company's plans.
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