We see an interesting and gratifying trend in our work with leading global companies and their HR departments. Attention to high performers—as opposed to high potentials—is returning, and with it is a focus on career development. Who would have thought the global recession would turn this way?
Some context might be helpful. For the last several years, the “war for talent” has been fought on the “high potential” battlefield—how do we attract, develop, engage and retain high potential future leaders? On the sidelines were technical staff - the “high pros” who were viewed as important contributors, but either had limited interest or aptitude in a managerial role.
That’s starting to change.