Match!

High potential identification policies: an empirical study among Belgian companies

Published on Oct 1, 2003in Journal of Management Development
· DOI :10.1108/02621710310487846
Roland Pepermans30
Estimated H-index: 30
(Vrije Universiteit Brussel),
Daniël Vloeberghs8
Estimated H-index: 8
(University of Antwerp),
Britt Perkisas1
Estimated H-index: 1
(Vrije Universiteit Brussel)
Abstract
This paper describes elements of the policies employed for identifying high potentials in their organizational context. A set of systematic research questions has been used to conceive a structured questionnaire to empirically investigate the kind of high potential competencies that companies expect when identifying high potentials and how this identification takes place. These elements of a high potential policy have been related to a number of organizational variables in 86 Belgian companies. Our empirical results indicate that the extent to which attention is paid to high potentials is linked to certain organizational characteristics (size and degree of internationalization). Moreover, the use of well‐defined competencies is not widely spread. We found ample confirmation for the identification of high potentials being a rather hierarchical process. Performance appraisals and a specific potential assessment procedure are the most popular sources of information during the identification process.
  • References (30)
  • Citations (35)
📖 Papers frequently viewed together
92 Citations
658 Citations
309 Citations
78% of Scinapse members use related papers. After signing in, all features are FREE.
References30
Newest
#1Eugene F. McKennaH-Index: 2
#2Nic BeechH-Index: 21
1. Introduction and Overview 2. Corporate Strategy and Strategic HRM 3. Organization Structure 4. Organizational Change and Development 5. Organizational Culture 6. Employee Resourcing : Human Resource Planning 7. Employee Resourcing : Recruitment and Selection 8. Employee Development : Performance Management 9. Employee Development : Reward Management 10. Employee Development : Training and Development 11. Employee Relations 12 : HRM : Critique and Developments
42 Citations
#1C. Brooklyn DerrH-Index: 1
#2Sylvie RoussillonH-Index: 3
Last. Frank BournoisH-Index: 10
view all 3 authors...
Introduction by C. Brooklyn Derr, Sylvie Roussillon, and Frank Bournois Cross-Cultural Approaches to Leadership Development Managing Leadership in the United States by C. Brooklyn Derr, Jon P. Briscoe, and Kathy Buckner New Wine in Old Bottles: The Challenges of Developing Leaders in Latin America by Joseph C. Bently Identifying and Developing Future Leaders in France by Sylvie Roussillon and Frank Bournois Attaining Leadership Positions in France by Sylvie Roussillon The Management of High Pote...
26 Citations
This article describes two studies. The first study concerns the development of an internationally useful questionnaire for measuring organizational culture on the basis of Quinn's (l988) competing values model. The competing values model describes four cultural orientations. These are the support, innovation, rules, and goal orientation. The questionnaire is called FOCUS, and was developed by an international research group from 12 countries. The questionnaire consists of two parts: descriptive...
140 CitationsSource
#1Kim S. CameronH-Index: 47
#2Robert E. QuinnH-Index: 37
Preface. Acknowledgments. The Authors. 1. An Introduction to Changing Organizational Culture. The Need to Manage Organizational Culture. The Need for Culture Change. The Power of Culture Change. The Meaning of Organizational Culture. Caveats. 2. The Organizational Culture Assessment Instrument. Instructions for Diagnosing Organizational Culture. Scoring the OCAI. 3. The Competing Values Framework. The Value of Frameworks. Development of the Competing Values Framework. The Four Major Culture Type...
1,484 Citations
#1Kim S. CameronH-Index: 47
#2Robert E. QuinnH-Index: 37
881 Citations
The example of the Opel high potential selection process indicates that special training programmes that clarify the role and the tasks of supervisors within the selection process are worthwhile. These training programmes help to familiarize supervisors with the standardized assessment forms used in the selection process and to improve their assessment skills. A pilot study with a new training programme showed positive effects. The training ensured high transparency of the whole high potential s...
4 CitationsSource
#1Jean WoodallH-Index: 15
#2Diana WinstanleyH-Index: 17
List of Figures. List of Tables. List of Exhibits. Acknowledgements. Part I: The Purpose of Management Development. 1. Management Development: Purposes, Processes and Prerequisites. 2. Management Development and Organizational Strategy: Justifying and Evaluating the Business Focus. 3. Supporting Individual Managerial Careers. Part II: Identifying Development Needs. 4. Understanding Managerial Work, Roles and Competences. 5. Methodologies for Analysing Managerial Roles and Competences. 6. Analysi...
92 Citations
27 CitationsSource
This book is the first comprehensive view, based on hard evidence, of how the role of managers in organizations is changing. The business press is full of stories about managers as an endangered species. Though there is some truth to this, the actual state of affairs is more complex and important to understand.
126 CitationsSource
#1Bournois FrankH-Index: 1
#2Roussillon SylvieH-Index: 1
9 Citations
Cited By35
Newest
#1Maria Christina Meyers (Tilburg University)H-Index: 7
#2Marianne van Woerkom (Tilburg University)H-Index: 16
Last. Nicky Dries (Katholieke Universiteit Leuven)H-Index: 22
view all 4 authors...
AbstractHR managers have different beliefs about the nature, value, and instrumentality of talent—referred to as ‘talent philosophies’. In line with cognitive psychology, we reason that talent phil...
4 CitationsSource
#1Stefan Jooss (UCC: University College Cork)
#2Anthony McDonnell (UCC: University College Cork)H-Index: 16
view all 3 authors...
AbstractEffective identification of talent is a central element of talent management. Talk of talent often involves two distinct, yet interrelated dimensions: performance and potential. The talent ...
Source
#1Yuyang Ye (USTC: University of Science and Technology of China)H-Index: 1
#2Hengshu Zhu (Baidu)H-Index: 17
Last. Hui Xiong (USTC: University of Science and Technology of China)H-Index: 50
view all 6 authors...
How to identify high-potential talent (HIPO) earlier in their career always has strategic importance for human resource management. While tremendous efforts have been made in this direction, most existing approaches are still based on the subjective selection of human resource experts. This could lead to unintentional bias and inconsistencies. To this end, in this paper, we propose a neural network based dynamic social profiling approach for quantitatively identifying HIPOs from the newly-enroll...
2 CitationsSource
Purpose The purpose of this paper is to provide a definition of talent and talent management in the luxury hotel sector with a focus on talent retention strategies. Design/Methodology/Approach A qualitative approach was employed and 27 face-to-face semi-structured interviews were conducted with managers in luxury hotels in four countries (US, UK, Australia, and Greece). Findings Talent refers to those who “go above and beyond”. Talent retention strategies in luxury hotels include a friendly, fam...
1 CitationsSource
#1Françoise Cadigan (MacEwan University)
#2David Kraichy (U of S: University of Saskatchewan)
Last. Neil Fassina (Athabasca University)
view all 5 authors...
Source
#2Maria Rita Blanco (UTDT: Torcuato di Tella University)
view all 3 authors...
ABSTRACTThe deliberate identification of talent is a critical process in most organizations. Performance ratings and senior management recommendations are its main sources, revealing the importance of line managers in the process. Nevertheless, some managers do have a talent for talent spotting and little is known about their behaviours as effective talent spotters. We explore, through social cognition, as part of the social psychology framework, the practices required to execute the talent iden...
Source
Apr 19, 2016 in KDD (Knowledge Discovery and Data Mining)
#1Girish Keshav Palshikar (Tata Consultancy Services)H-Index: 9
#2Kuleshwar Sahu (Tata Consultancy Services)H-Index: 1
Last. Rajiv Srivastava (Tata Consultancy Services)H-Index: 3
view all 3 authors...
We propose a new method for building a classifier ensemble, based on subgroup discovery techniques in data mining. We apply subgroup discovery techniques to a labeled training dataset to discover interesting subsets, characterized by a conjuctive logical expression rule, where such subset has an unusually high dominance of one class. Treating these rules as base classifiers, we propose several simple ensemble methods to construct a single classifier. Another novel aspect of the paper is that it ...
1 CitationsSource
Last. Maria José SousaH-Index: 6
view all 3 authors...
bEste ensaio teorico tem como objetivo analisar a gestao estrategica do talento no atual contexto da “nova carreira organizacional”, caracterizado pela responsabilidade partilhada entre o trabalhador e a organizacao, como resultado das transformacoes do âmbito competitivo em que operam as empresas e das consequentes mutacoes no mundo do trabalho. E apresentado um modelo conceitual de analise, baseado em uma revisao de literatura intensiva, que pretende fazer refletir sobre as politicas, processo...
#1Ellen Meissner (UQ: University of Queensland)H-Index: 3
#2Katrina Radford (Griffith University)H-Index: 5
AIM: This study examined the importance and performance of middle managers' skills to provide a starting point for a sector-wide leadership and management framework. BACKGROUND: There is an increasing consensus that the quality of management, leadership and performance of any organisation is directly linked to the capabilities of its middle managers and the preparation and on-going training they receive. METHOD: A total of 199 middle managers from three aged care organisations in Australia parti...
5 CitationsSource