Educational Leave of Absence: Retaining High-Potential Employees Pursuing MBA Degrees

[Excerpt] Surveys show that 78% of companies include tuition reimbursement as a part of their benefits offerings compared to 0% who offer to pay-off existing student loans. These statistics alone shed light on why a growing number of workers are deciding to pursue an educational leave of absence through their company when pursuing their education. Why would an employee leave their work if they know their future employer will not pay off their student loan debt, while at the same time their sponsoring company will cover some of the costs, have a position waiting for them, and continue to provide health coverage while they are in school full-time? Yet despite this continued relationship with their organization, employees often leave the organization upon receiving their MBA, resulting in losses of talent and money for the company. This practice is especially prevalent in employees who receive only partial tuition assistance from their employer while pursuing their MBA—meaning they still have substantial student loan debt to pay off following graduation

High-Potential Employees in the Pipeline: Maximizing the Talent Pool in Canadian Organizations

This report is based on data from 1,574 high-potential employees in Canada. Research suggests that although Canada has seen progress in the experiences of women in the workforce, there is still much room for improvement -- and this improvement is a business imperative. The "Consider This" sidebars present findings as well as questions that are intended to deepen the conversation about the advancement of high-potential employeesThe questions posed throughout this report incorporate insights gained from a panel of thought leaders from the academic, public, and private spheres in Canada and convened by Catalyst to get reactions to the report's findings. The goal in including these thought leaders' perspectives is to further stimulate discussion about how organizations can strategically manage high-potential talent

Characteristics of high potential employees: employees’ perspective

The objective of the study was to determine the major characteristics of high potential (HIPO) employees. HIPOs, as defined by Schumacher (2009), are employees who produce excellent work performance consistently. Prior research indicated various characteristics and traits portraying HIPO personalities, characters and competence but the studies only discussed the matter conceptually and in theory.Based on the data collected from 329 respondents, the overall study findings indicated that the term HIPO was made up of different competences as projected by the previous authors. It is reasonable to understand that a person with HIPO must be an individual who always want to produce results beyond expectation or at least meet with the job requirement. The findings suggest that a person with strong drive for high performance is less likely to leave, and must also have learning agility with leadership spirit. For a person with learning agility, besides having leadership spirit and drive for high performance, he/she is also highly engaged to the job and the organization. But for a person with strong leadership spirit, it is not just learning agility and drive for high performance that are important, the person also has high education level, seniority and more engaged to the organization. Nonetheless, positive relationship between leadership spirit and turnover intention will remain as a nightmare to employers. This implies that the more the person looks forward to advancement and building relationships, the more he/she intends to leave the organization

Are there any New or Proven Practices in Identifying Team Members with High Potential ?

Are there any new or proven practices in identifying team members with “high potential”? How do we enable managers to identify high-potential employees and what to do with that insight

Examining characteristics of high potential employees from employees’ perspective

The objective of the study was to determine the major characteristics of high potential (HIPO) employees. Three hundred and twenty nine employees participated in the study. HIPO was mainly described by three major characteristics – high performance, learning agility and leadership spirit. The data were collected using survey forms and the items were adopted from various studies that discussed HIPO traits and characteristics. The multiple linear regressions showed that the first characteristic – high performance – was significantly predicted by learning agility, leadership spirit and low turnover intention. The second HIPO characteristic – learning agility – was significantly predicted by leadership spirit, high performance, organizational engagement and job engagement. The third HIPO characteristic - leadership spirit – was significantly predicted by high performance, learning agility, increased job scope, organizational engagement, number of years in the organization, education level and higher turnover intention

Examining characteristics of high potential employees from employees’ perspective

The objective of the study was to determine the major characteristics of high potential (HIPO) employees. Three hundred and twenty nine employees participated in the study. HIPO was mainly described by three major characteristics – high performance, learning agility and leadership spirit. The data were collected using survey forms and the items were adopted from various studies that discussed HIPO traits and characteristics. The multiple linear regressions showed that the first characteristic – high performance – was significantly predicted by learning agility, leadership spirit and low turnover intention. The second HIPO characteristic – learning agility – was significantly predicted by leadership spirit, high performance, organizational engagement and job engagement. The third HIPO characteristic – leadership spirit – was significantly predicted by high performance, learning agility, increased job scope, organizational engagement, number of years in the organization, education level and higher turnover intention

Managing high potential employees: a case of employers in Malaysia

The main objective of the survey was to determine high potential (HIPO) employee development practices in Malaysia. Two hundred and thirty seven establishments from various industries participated in the survey. They were from diverse industries such as automotive, education, plantation, banking, financial services and insurance. The findings indicated that employers put highest emphasis on employees who were customer service oriented and able to create high performing teams. In terms of methods used to identify HIPOs in organizations, the most common method was performance appraisal by the immediate superior and the least common method was nomination method. Two most common methods to develop HIPOs were job enlargement and executive development programs and the least used was executive MBA program

What is the Value and Impact of Coaching at all Levels in the Organization?

[Excerpt] In the past coaching was nearly exclusively used for executive-level development, whereas coaching is currently approached as a more widespread intervention for various levels of employees within an organization. This application of coaching has developed over the past decade. The research on such coaching for talent management across the organization as it correlates to employee performance is fairly limited. Despite the limited research, several studies have shown that coaching to develop high potential employees (in addition to more traditional coaching aimed at executives) was successful, and yielded a return on investment. However, there are key factors that help define the best practices and added value of multi-level coaching within an organization

What Evidence is There that Mentoring Works to Retain and Promote Employees, Especially Diverse Employees, Within a Single Company?

Mentoring programs are increasingly prevalent in corporate America. Research has shown that 70% of Fortune 500 companies have some form of mentoring program. While mentoring programs can have a variety of objectives – such as promoting and improving diversity, helping new hires adjust to new roles, or developing high potential employees – it is not always clear that mentoring programs achieve their objectives, particularly those related to promotion and retention. In reviewing relevant research and company initiatives, we can see that mentorship programs – when properly implemented – do offer benefits for diverse populations. Key success factors for diversity-focused mentoring programs include (1) the seniority of the mentor, (2) whether the mentor and protégé match in certain key personality attributes and (3) whether a mentee’s direct supervisor is involved in the program