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Star talent: investing in high-potential employees for organizational success

机译：明星人才：投资于高潜力的员工以获得组织上的成功

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摘要

Purpose - The purpose of this paper is to provide practical how-to information for those looking to develop high-potential employees within their organizations or for their clients. Design/methodology/approach - The paper is based on a combination of recent surveys and studies of what is happening with the development (or lack thereof) of high-potential employees as well as recommendations of key components for high-potential programs based on the author's direct experience. Findings - Though not a research paper, this work finds that while some organizations have programs in place to develop high potentials, many still do not, despite it being viewed as helpful in recruiting and retaining top talent. Practical implications - The information provided can be used by both internal practitioners and external consultants to implement high-potential employee development programs for any size of organization. Social Implications - High-potential employees represent future leaders. Without developing them, organizations run the risk of high attrition costs along with a lack of qualified talent to fill leadership pipelines. Originality/value - The value of this paper is twofold: it offers detailed information to set the tone with stakeholders when it comes to talking about and developing high-potential talent, and it provides a starting point with first steps for successful program implementation.
机译：目的-本文的目的是为那些希望在组织内或客户中发展高潜力员工的人提供实用的操作方法信息。设计/方法/方法-本文基于对高潜力员工的发展（或缺乏）的最新调查和研究的结合，并基于对高潜力员工的关键计划的建议作者的直接经验。调查结果-尽管不是研究论文，但这项工作发现，尽管有些组织制定了开发潜力巨大的计划，但许多组织却没有，尽管它被认为有助于招募和留住顶尖人才。实际意义-内部从业人员和外部顾问都可以使用所提供的信息来实施任何规模的组织的高潜力员工发展计划。社会影响-高潜力员工代表未来的领导者。如果不加以开发，组织将面临着高昂的人员流失成本以及缺乏合格的人才来填补领导力管道的风险。原创性/价值-本文的价值是双重的：它提供了详细的信息来与利益相关者打交道，以谈论和发展高潜力的人才，并且它为成功实施计划提供了第一步。

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