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Finding and Keeping Stars: The Leadership Performance and Retention of High-Potentials.

机译：寻找和保持明星：领导能力和高潜力人才的保留。

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摘要

High potentials (HI-POs) are employees who are most likely to become their organizations' top performers and senior leaders. Identifying HI-POs early and understanding the factors involved in their retention can help organizations strategically invest in their future. This dissertation explores how to identify and retain HI-POs across three related chapters (papers), two of which examine U.S. Army officers, and one of which examines corporate leaders.;The first chapter identifies which traits and performance factors predict that young leaders will become their organizations' highest performing leaders. This illuminates the challenges of defining high performance, such as the potential organizational tension between favoring action-oriented employees versus contemplative-oriented employees. It also shows that junior employees' job performance ratings, if force-distributed and repeated over time with different bosses, strongly predicts high leadership performance up to fifteen years later. Additionally, it finds intellectual ability may be punished by organizations, and suggests the construct of the Criteria-Needs Mismatch (CNM) as a potential explanation of this phenomenon.;Having identified HI-POs within a larger population of young leaders, the second chapter comprehensively tests the factors that predict their turnover dynamics over short, medium, and long stays in their organization. Also, it explores the concept of Functional Human Capital, a subset of Industry Human Capital that suggests employees who are trained in different technical fields within the same organization will experience different levels of portability than employees trained in non-technical fields. Therefore, Function Human Capital may provide an additional lens towards understanding turnover behavior.;The third chapter, co-authored with Boris Groysberg, explores the current applications and best practices for one of the most widely used, yet least understood, methods for understanding turnover: the Exit Interview and Survey (EIS). By studying EIS programs across various industries, geographies, and organizational sizes, we find most existing EIS programs do not produce positive changes for their organizations, and that there is no one-size-fits-all template for creating an effective EIS program. Through integrating the literature, analysis, and global best practices, we present four recommendations for designing EIS programs that are capable of unlocking significant value for their organizations.
机译：高潜力（HI-PO）是最有可能成为其组织的最佳绩效和高级领导者的员工。尽早识别HI-PO，并了解保留它们的因素可以帮助组织从战略上投资其未来。本文在三个相关章节（论文）中探讨了如何识别和保留高保真人才，其中两个章节审查了美国陆军军官，其中一个章节审查了公司领导人。第一章确定了哪些特征和绩效因素可以预测年轻领导人将成为其组织绩效最高的领导者。这说明了定义高绩效的挑战，例如偏爱行动型员工与沉思型员工之间的潜在组织紧张关系。它还表明，如果根据不同的老板随时间分配并反复分配初级员工的工作绩效评级，则可以强烈预测到十五年后的领导才能较高。此外，它发现智力能力可能会受到组织的惩罚，并提出标准-需求不匹配（CNM）的构造作为对此现象的潜在解释。;第二章确定了较大数量的年轻领导人中的HI-PO全面测试预测其在公司短期，中期和长期停留的营业额动态的因素。此外，它还探讨了功能性人力资本的概念，该功能是行业人力资本的子集，它建议与同一组织中接受过不同技术领域培训的员工相比，经过非技术领域培训的员工将经历不同的可移植性级别。因此，职能人力资本可能为理解人员流动行为提供了另一种视角。第三章与鲍里斯·格罗斯伯格合着，探讨了一种最广泛使用但了解最少的方法来了解人员流动的当前应用和最佳实践。 ：出口面试和调查（EIS）。通过研究各个行业，地域和组织规模的EIS计划，我们发现大多数现有的EIS计划不会为其组织带来积极的变化，并且没有一种千篇一律的模板可以创建有效的EIS计划。通过整合文献，分析和全球最佳实践，我们为设计EIS程序提出了四项建议，这些程序能够为其组织释放重大价值。

著录项

  • 作者

    Spain, Everett Stuart Palmer.;

  • 作者单位

    Harvard University.;

  • 授予单位 Harvard University.;
  • 学科 Management.
  • 学位 D.B.A.
  • 年度 2014
  • 页码 272 p.
  • 总页数 272
  • 原文格式 PDF
  • 正文语种 eng
  • 中图分类
  • 关键词

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