The war for talent is raging, making attracting, retaining, and developing high-performers more challenging than ever. Many of the “Baby Boomer” executives will be retiring in the near future, and only 15% of organizations in North America and Asia believe they have sufficient qualified successors for key positions. Additionally, 25% of surveyed organizations said they fail to keep top-performers, further illustrating the urgency and importance of the need to design optimal programs for developing future leaders. Thus, the content below will provide insight into the factors that make development program for “high potentials” successful

Li, Lin

Masannat, Jonathan

Yang, Jing

English

The war for talent is raging, making attracting, retaining, and developing high-performers more challenging than ever. Many of the “Baby Boomer” executives will be retiring in the near future, and only 15% of organizations in North America and Asia believe they have sufficient qualified successors for key positions. Additionally, 25% of surveyed organizations said they fail to keep top-performers, further illustrating the urgency and importance of the need to design optimal programs for developing future leaders. Thus, the content below will provide insight into the factors that make development program for “high potentials” successful.What_Are_the_Latest_Trends_in_Career_Pathing_Models_as_Well_as_the_Most_Effective_Ways_to_Accelerate_High_Potential_Development.pdf: 1768 downloads, before Oct. 1, 2020

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What are the Latest Trends in Career Pathing Models as Well as the Most Effective Ways to Accelerate High Potential Development?

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What are the Latest Trends in Career Pathing Models as Well as 
the Most Effective Ways to Accelerate High Potential 
Development? 
Jing Yang 
Cornell University 
Lin Li 
Cornell University 
Jonathan Masannat 
Cornell University 
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What are the Latest Trends in Career Pathing Models as Well as the Most 
Effective Ways to Accelerate High Potential Development? 
Abstract 
The war for talent is raging, making attracting, retaining, and developing high-performers more 
challenging than ever. Many of the “Baby Boomer” executives will be retiring in the near future, and only 
15% of organizations in North America and Asia believe they have sufficient qualified successors for key 
positions. Additionally, 25% of surveyed organizations said they fail to keep top-performers, further 
illustrating the urgency and importance of the need to design optimal programs for developing future 
leaders. Thus, the content below will provide insight into the factors that make development program for 
“high potentials” successful. 
Keywords 
human resources, career pathing models, high potential employees, career development, learning 
Comments 
Suggested Citation 
Yang, J., Li, L., & Masannat. (2014). What are the latest trends in career pathing models as well as the 
most effective ways to accelerate high potential development? Retrieved [insert date] from Cornell 
University, ILR School site: http://digitalcommons.ilr.cornell.edu/student/61 
Required Publisher Statement 
Copyright by the authors. 
This article is available at DigitalCommons@ILR: https://digitalcommons.ilr.cornell.edu/student/61 
Cornell University ILRHR 6640: 2013-03-21 
Jing Yang, Lin Li, and Jonathan Masannat 
 
EXECUTIVE SUMMARY 
RESEARCH QUESTION 
What are the latest trends in career pathing models as well as the most effective ways to 
accelerate high potential development?  
 
THE WAR FOR TALENT          
The war for talent is raging, making attracting, retaining, and developing high-performers more 
challenging than ever. Many of the “Baby Boomer” executives will be retiring in the near future, 
and only 15% of organizations in North America and Asia believe they have sufficient qualified 
successors for key positions1,2. Additionally, 25% of surveyed organizations said they fail to keep 
top-performers, further illustrating the urgency and importance of the need to design optimal 
programs for developing future leaders3. Thus, the content below will provide insight into the 
factors that make development program for “high potentials” successful. 
 
IDENTIFYING HIGH POTENTIALS        
Designing a program for high potentials is futile if one cannot identify who in the organization is 
worthy of, or able to prosper in, said program. Alarmingly, only 21% of those organizations 
surveyed take “extensive” measures to identify high potentials2. But, first, what is potential? One 
group of experts defines it as one’s ability to succeed in greater roles3. Below are a few steps 
taken by firms with excellent development programs to identify high potentials (See Appendix 1 
for sample diagrams): 
(1) Nomination after performance appraisals: One company requires two years of excellent 
performance before designating the high potential status. Another firm determines whether the 
employee is ready for a lateral move, a promotion in two years, or is capable of two promotions 
in five years. These appraisals should be supplemented with subjective input, such as 
recommendations from colleagues or supervisors, as good performance doesn’t always correlate 
with potential. Some firms hire external help to ensure objectivity in the appraisal process3. 
(2) Choose the right assessor: Most people overestimate their abilities to judge the potential of 
others and themselves. Utilizing the right assessment model and choosing a person who can 
accurately assess a high potential effectively, is crucial. Good assessors can be taught to have 
accuracy of 85%, though3.  
(3) Assess their potential: Personality tests don’t have much validity. Instead, it’s better to 
conduct behavioral interviews and/or to solicit references to determine their potential3.  
Case I: Sonoco Products has division managers and the respective HR heads have a full day 
meeting to assess the potential for promotion and the strengths/weaknesses of its employees in 
“linchpin positions”. It then designs assignments tailored to the employees’ strength/weaknesses 
that will test the employees’ potential4.  
Case II: 
Tyson’s high-potential leadership program is called LINC (Leaders into Champions). It has a 
very competitive selection process, in which candidates are first nominated from around the 
world, and then are required to present their “crucible experience” to the top executive team. The 
presentation is similar to a behavioral interview, during which candidates share their formatives 
experience with executives. In addition to the presentation, the executives also take into account 
operational performance metrics and peer reviews. Those who succeed in enrolling into the 
program have extensive interaction with the executive team, as well as exposure to various 
learning and self-developing programs5. 
 
INGREDIENTS OF AN EFFECTIVE PROGRAM 
(1)Strategic Alignment: First, the program must be aligned with the organization’s strategy. For 
example, if a firm wants to focus on emerging markets, select someone who is comfortable with 
drastic change; or if a firm has a low-cost strategy, developing disciplined and results-oriented 
people is ideal6. 
(2) Transparency: It is optimal to communicate the high potential status to those selected. Also, a 
conspicuous succession management plan is conducive to growth and success in the program6. 
(3) Stretch assignments: Rotational assignments with a larger scope, different locations, change 
management initiatives, a cross-departmental focus, to name a few, are amazing. Additionally, 
assignments that simulate a real-life business situations are extremely beneficial. Ensure the 
assignments not overwhelming and that they’re aligned with the organization’s strategy6. 
(4) Coaching/mentoring opportunities: The involvement of senior leaders in delivering mentoring 
and coaching is critical to success in the program. This also reinforces that the organization 
values the employee6. 
 
CASES: REAL WORLD EXAMPLES        
Novartis 
This firm is focusing on emerging markets for its pharmaceutical business. The 10-month 
program has five phases and five learning goals, such as innovation fostering, business model 
adoption, etc. Each participant has a similar yet difference experience tailored to his or her 
business and region. In Phase I, the participants get to interact with top leaders of the firm. Next, 
the high potentials take on “action learning” assignments, which are real-world simulations with 
real deliverables. Top leaders also provide mentoring, training sessions, and workshops in this 
phase. Phase III: participants visit an emerging market in which the healthcare system in 
innovative, to learn new successful approaches. In Phase IV, the action learning continues with 
progressively challenging assignments and timely executive coaching and training interventions. 
Finally, during Phase V, participants present their strategies for the business to the Executive 
Committee. This program emphasizes personal development and reflection as well7.  
3M 
3M practices leadership development through assignment rotations. However, instead of moving 
people around every year or so, it requires employees to stay in a job for about four years to 
experience failure and sustain success. 3M also has an extensive succession planning program to 
build the talent pipeline for CEO, in which leaders two to four levels below the CEO are selected 
as candidates and are expected to go through intense rotations and education8. 
Johnson & Johnson 
Leaders of the business unit nominate participants to the leadership development program. Those 
who are chosen into the customized accelerated development program, are evaluated based on 
their readiness, which includes, several knowledge areas (strategic thinking, systems thinking, 
enterprise risk management), the ability to work at a board level (balancing cross-functional 
needs and total business perspectives), and the personal networks necessary to work across 
several internal companies when functioning on a board. During the five 2-day residency sessions 
over 6 months, participants will be mentored and coached to identify and close the gaps9. 
 
TAKEAWAYS  
The ability to attract, identify, and cultivate future leaders is growing more and more crucial to 
future organizational success; high potential programs are proving themselves as an effective 
solution to these challenges. Firms must ensure they design the program, and select participants 
carefully, with the firm’s strategy in mind. Successful programs consistently feature executive 
involvement, transparency, action-learning and stretch assignments. Following these trends and 
guidelines will undoubtedly increase your talent pool and increase retention.  
References 
 
1. Why are so many more CEOs retiring early?. (2013, October 9). European CEO. Retrieved 
March 15, 2014, from http://www.europeanceo.com/business-and-management/2013/10/why-are-
more-ceos-retiring-early/ 
 
2. Edwards, S. (2012). MAINTAINING THE DELICATE BALANCE WHEN DEVELOPING 
HIGH-POTENTIAL PROGRAMS. T+D, 66(4), 60-65. 
 
3. Fernández-Aráoz, C., Groysberg, B., & Nohria, N. (2011). How to Hang On to Your High 
Potentials. Harvard Business Review, 89(10), 76-83. 
 
4. Conger, J. A., & Fulmer, R. M. (2003). Developing Your Leadership Pipeline. Harvard 
Business Review, 81(12), 76-84. 
 
5.Thompson, M. (2011). What makes tyson's high-potential leadership program critical to 
company success? T + d, 65(4), 98-100. 
 
6. Fulmer, R. M., Stumpf, S. A., & Bleak, J. (2009). The strategic development of high potential 
leaders. Strategy & Leadership, 37(3), 17-22.  
 
7. Waltmann, F. (2013). Novartis takes the LEAD. Training, 50(3), 44-45. Retrieved from 
http://search.proquest.com/docview/1371442621?accountid=10267 
 
8. Chief Executive Magazine 10 Best Companies for Leaders 2012, Web. 20 Mar. 2014. 
 
9. Swofford, D. M. (2009). Impact of a pharmaceutical company's leadership development 
program on participant leadership behavior. (Order No. 3344933, The George Washington 
University). 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
Appendix 
(1) 
 
 


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What are the Latest Trends in Career Pathing Models as Well as the Most Effective Ways to Accelerate High Potential Development?

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