Potential

find, develop and retain

 

Since every year more people within the employable age group retire than enter the workforce, the pressure on enterprises is growing to ensure an adequate supply of the most valuable raw material: qualified personnel; in particular technical staff and managers. At least since the turn of the millennium, the consistent search for and development of young management talent has been a number one strategy in the corporation.

 

Finding qualified people, bringing them to the right place within the organisation and keeping them: These are the three essential success factors. And the success is the largest when the strengths are pulled from the existing enterprise up into the management levels. This demonstrably reduces the fluctuation in management thereby increasing productivity.

The development of management talent in the enterprise requires a permanent and consistent searching for potential in the organisation and knowledgably preparing these “high potentials” for future challenges. Most companies push this aside to deal with “in calmer times,” thereby risking however, that it's one day too late and important human capital has already been lost.

 

A further challenge: correctly filling positions. The “gut feeling” is no longer a satisfactory method of identifying success-critical potential. For this, empirically tested instruments identify strengths and development areas of the person of high potential in order to put the right person in the right place.