Designating high potentials

Arnold, Grace C.; Costanza, David P.

doi:10.1016/j.orgdyn.2021.100826

Cited by 2 publications

(5 citation statements)

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“…It also appears that where potential is measured, the reliance on insights from external vendors is significant, which may reflect an insufficient focus within assessments on the organizational context (including the specific roles within an organization into which HiPos are likely to advance). By one estimate, 58% of HiPo definitions adopted by organizations include a combination of outside vendor definitions and internal, organization‐specific ones (Arnold & Costanza, 2022). Thus, the role of normative isomorphism in the diffusion of such definitions – and the extent to which they obscure important distinctions in the requirements for HiPo success across organizations and target roles – represents an important question.…”

Section: Key Intersectionsmentioning

confidence: 99%

“…Our (and others’) primary critique of scholars’ existing approaches to classifying HiPos is rooted in the limitations inherent in organizations’ HiPo programs – particularly in their designation, development, and career‐pathing practices (Arnold & Costanza, 2022). Scholars must take as given the pool of individuals who have been designated as HiPos within the context of these practices.…”

Section: Summary Critique and A Path Forward In Defining And Studying...mentioning

confidence: 99%

“…Second, more systematic processes should reduce bias in HiPo designation (Arnold & Costanza, 2022), but the elimination of bias is unlikely. However, this approach allows scholars to observe any bias that influences HiPo‐designation decisions.…”

Section: Summary Critique and A Path Forward In Defining And Studying...mentioning

confidence: 99%

“…(2015). In the HiPo literature, see Arnold and Costanza (2022), Finkelstein et al. (2018), Dries and Pepermans (2012), and Silzer and Borman (2017).…”

Section: Introductionmentioning

confidence: 99%

“…and Call et al (2015). In the HiPo literature, see Arnold and Costanza (2022), Finkelstein et al (2018), Dries and Pepermans (2012), and Silzer and Borman (2017). Rather, our objective is to apply a critical lens to clarify and revisit key assumptions, highlight questions that emerge at focal intersections, and offer a foundation for both continued progress and cross-fertilization of insights to strengthen the scholarly and practical impact of inquiry in both areas.…”

Section: Introductionmentioning

confidence: 99%

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Simply the best? Star performers and high‐potential employees: Critical reflections and a path forward for research and practice

Kehoe

Collings

Cascio

2022

Personnel Psychology

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In recent decades, scholars' and practitioners' interest in star performers and high-potential employees (HiPos) has increased dramatically. To date, however, researchers have considered these two classifications of exceptional talent in relative isolation of one another, despite the fact that they are widely considered to comprise organizations' most valuable employees. The current article identifies and explores key intersections in the heretofore-siloed streams of research on star employees and HiPos. In so doing, we identify core assumptions, highlight questions that emerge at focal intersections, and offer a foundation for the crossfertilization of insights to strengthen the scholarly and practical impact of inquiry related to both groups. We then consider the implications of four significant recent trends in the world of work -increased employee mobility; greater focus on issues related to diversity, equity, and inclusion in the workplace; cross-cultural issues; and the broader set of technological changes that are shaping the workplace -for research and practice related to stars and HiPos.Along the way, we highlight the integral and path-breaking contributions of publications in Personnel Psychology to our knowledge about organizations' best talent.

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Section: Key Intersectionsmentioning

confidence: 99%

Section: Summary Critique and A Path Forward In Defining And Studying...mentioning

confidence: 99%

Section: Summary Critique and A Path Forward In Defining And Studying...mentioning

confidence: 99%

“…(2015). In the HiPo literature, see Arnold and Costanza (2022), Finkelstein et al. (2018), Dries and Pepermans (2012), and Silzer and Borman (2017).…”

Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

See 3 more Smart Citations

Simply the best? Star performers and high‐potential employees: Critical reflections and a path forward for research and practice

Kehoe

Collings

Cascio

2022

Personnel Psychology

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Talent identification: line managers’ perceptions of their own requirements as talent spotters

Golik,

Rita Blanco

2024

RVG

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Identification is a key step in the organizational talent management process. Even though evaluating potential through an objective approach, integrating multiple methods, is recommended, many organizations rely upon line manager nominations as their main sources of identification. Given their central role, this study analyses the line managers’ attributes required to carry out an effective talent identification process. This qualitative study was drawn upon social cognition (social psychology framework) and talent identification literature with a sample of 20 managers, belonging to a multinational of Argentine origin, who described their experiences and requirements as talent spotters through semi-structured interviews. Results suggest that observation skills, listening and communication skills, cognitive skills, intuition, empathy, identification as part of the managerial role, low aversion to risk, vocation, predisposition to learn, resilience, and commitment are important attributes in the identification process. The present study provides a map of the talent spotter´s attributes that are necessary to assess employees´ potential.

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Designating high potentials

Cited by 2 publications

References 0 publications

Simply the best? Star performers and high‐potential employees: Critical reflections and a path forward for research and practice

Simply the best? Star performers and high‐potential employees: Critical reflections and a path forward for research and practice

Talent identification: line managers’ perceptions of their own requirements as talent spotters

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