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High potential identification policies: an empirical study among Belgian companies

Published on Oct 1, 2003in Journal of Management Development
· DOI :10.1108/02621710310487846
Roland Pepermans29
Estimated H-index: 29
(Vrije Universiteit Brussel),
Daniël Vloeberghs7
Estimated H-index: 7
(University of Antwerp),
Britt Perkisas1
Estimated H-index: 1
(Vrije Universiteit Brussel)
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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 (28)
  • Citations (32)
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References28
Newest
Published on Jan 1, 2002
Eugene F. McKenna2
Estimated H-index: 2
,
Nic Beech19
Estimated H-index: 19
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
Published on Jan 1, 2002
C. Brooklyn Derr1
Estimated H-index: 1
,
Sylvie Roussillon3
Estimated H-index: 3
,
Frank Bournois9
Estimated H-index: 9
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...
J.J. van Muijen2
Estimated H-index: 2
,
P.L. Koopman24
Estimated H-index: 24
+ 1 AuthorsFaculteit der Psychologie en Pedagogiek1
Estimated H-index: 1
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...
Published on Aug 1, 1999
Kim S. Cameron49
Estimated H-index: 49
,
Robert E. Quinn36
Estimated H-index: 36
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...
Published on Jan 1, 1999
Kim S. Cameron49
Estimated H-index: 49
,
Robert E. Quinn36
Estimated H-index: 36
Sabine Remdisch1
Estimated H-index: 1
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...
Published on Jan 1, 1998
Jean Woodall14
Estimated H-index: 14
,
Diana Winstanley17
Estimated H-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...
Published on May 1, 1998in Contemporary Sociology0.46
Vicki Smith13
Estimated H-index: 13
,
Paul Osterman28
Estimated H-index: 28
Published on Mar 1, 1998in Administrative Science Quarterly8.02
Michael B. Arthur38
Estimated H-index: 38
,
Paul Osterman28
Estimated H-index: 28
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.
Cited By32
Newest
Maria Christina Meyers7
Estimated H-index: 7
(Tilburg University),
Marianne van Woerkom13
Estimated H-index: 13
(Tilburg University)
+ 1 AuthorsNicky Dries22
Estimated H-index: 22
(Katholieke Universiteit Leuven)
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 philosophies are similar to mental models that influence how HR managers interpret and use talent management (TM) practices within their organizations. In this article, we explore the prevalence of four different talent philosophies (exclusive/stable; exclusive/developable; inclusive/stable; inclusive/deve...
Published on May 27, 2018in Human Resource Development International
Mariela Natacha Golik1
Estimated H-index: 1
,
Maria Rita Blanco (UTDT: Torcuato di Tella University), Ricardo Czikk
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...
Published on Jan 1, 2017
Published on Apr 19, 2016 in KDD (Knowledge Discovery and Data Mining)
Girish Keshav Palshikar9
Estimated H-index: 9
(Tata Consultancy Services),
Kuleshwar Sahu1
Estimated H-index: 1
(Tata Consultancy Services),
Rajiv Srivastava2
Estimated H-index: 2
(Tata Consultancy Services)
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 ...
Published on Jan 1, 2016
Carla Cristina Caracol , Miguel Pereira Lopes8
Estimated H-index: 8
,
Maria José Sousa5
Estimated H-index: 5
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...
Published on Sep 1, 2015in Journal of Nursing Management2.39
Ellen Meissner3
Estimated H-index: 3
(UQ: University of Queensland),
Katrina Radford4
Estimated H-index: 4
(Griffith University)
This study examined the importance and performance of middle managers' skills to provide a starting point for a sector-wide leadership and management framework. 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. A total of 199 middle managers from three aged care organisations in Australia participated in a questionnair...
Published on Mar 2, 2015in Journal of Management Development
Nurita Juhdi5
Estimated H-index: 5
(IIUM: International Islamic University Malaysia),
Fatimah Pa'wan4
Estimated H-index: 4
(International University, Cambodia),
Rammilah Hansaram1
Estimated H-index: 1
(International University, Cambodia)
Purpose – The purpose of this paper is to determine key competencies used by organizations in identifying high potential employees. It also seeks to examine practices and programs to manage such employees and finally to identify problems encountered in the development programs. Design/methodology/approach – The respondents of the study were HR practitioners. Convenient sampling was used and the respondents answered survey forms that were sent out using regular mails and e-mails. As a result, 237...
Published on Apr 1, 2015
Hakim Ali Mahesar1
Estimated H-index: 1
A thesis submitted to the University of Bedfordshire, in partial fulfilment of the requirement for the degree of Doctor of Philosophy.
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