In Search for Future Leaders
Nowadays, against the background of the world’s globalization process, the rate of changes is increasing in all areas. In business, the concept of a VUCA (Volatility, Uncertainty, Complexity, Ambiguity) world has become more and more popular, especially in the area of technologies and consumer markets. Just a few years ago, nobody thought that such projects as Facebook could become giants with huge capitalization. We are gradually turning to an era of ideas: these modern times do require the business community to present new approaches to enhancing the effectiveness of the management process and to creating entirely new leaders.
Based on the results of numerous studies, the companies that pay acute attention to the identification and development of internal leadership demonstrate significantly higher revenue and profit growth figures as compared to competitors that do not use such practices. Thus, there exists a direct causal link between the availability and quality of the “substitutes' bench”, i.e. potential future leaders in the company, and the effectiveness of its activities. These findings encourage investment in programs aimed to identify and develop high-potential employees, also known as HiPo programs.
Recently, the market has initiated many integrated approaches and solutions in the HiPo selection and employee capacity assessment areas, but the following issues remain key factors for many companies:
- How do companies in various industries define the term “potential”?
What “potential models” already exist in the Russian market?
What goals and objectives are set in the course of employee potential assessment?
- What HiPo identification approaches demonstrate the highest accuracy and predictability?
Issues for Discussion
- What is “potential”? What is the relation between the potential model, sector profile of a company, management culture, etc.?
- Potential assessment - myth or reality? Approaches and solutions in employee potential assessment
- Can one grow a leader? Employee potential development approaches
Director, Center for Change Management, RANEPA
Vice President, HR, Unilever LLC
Director, RusHydro Corporate University
Director, Center for Universities and Alumni, Rosatom Corporate Academy
Manager, HR Department, Severstal-Management; Head, Leadership Program, Severstal
Director, Personnel Department, Rosatom
Director, Department of Corporate Programs, Moscow School of Management SKOLKOVO
Director, the HR Evaluation Center, ANO Corporate Academy of State Corporation Rosatom
Director, Department for Staff Evaluation, Training and Development, Rostelecom