Kiddy’s Model of High Potential
We have a broad range of experience of working with clients to help them think through what potential looks like for their business and then identify and develop those people so that they can realise this potential for their own and the business benefits.
Defining potential for your business
High Potential – is the term that is generally used to describe people who are likely to be the future leaders of the business and who will quickly move into these roles. High potentials are typically seen as having the scope to take on General Management roles and will move across functions throughout their career.
Siloed Potential – is what clients are typically interested in when identifying those people who have the capacity to move quickly into roles within their own specialism or functional area.
Key Talent – these are the people in your business who are critical to your ongoing success but who do not wish to move into the most senior management levels. Retention and motivation are critical for this group.
Identifying the potential of your people
We have worked with our clients to help them identify their potentials in a number of ways, ranging from creating High Potential identification guides, through the design of ‘sifting’ guidelines and into more formal assessment using one of our benchmarked simulations to provide an external calibration.
Some of our clients have a very clear view that they know who their Potentials are and ask us to get involved to identify, quantify and close their development gaps.
Developing the potential in your organisation
We work at the individual and group level to help realise their potential. At the individual level this ranges from coaching on specific development needs through career coaching, where we work with the individual to identify just what they want from their career and then how to make this a reality, on into acting as a development advisor – which is a light touch approach to keeping them working on their development.
At the group level, we design nine to twelve month development programmes – using assessment data and the business strategy to provide the framework. We are realistic enough to know that where our expertise ends and find the right partners to deliver the different parts of these programmes, eg recently we partnered with LBS and McKinsey to deliver one of the events for a high potential MD group in the defence/aerospace sector.
SAP
We helped SAP (UK) to identify the key successors for the top 15 posts within the business. We designed a rigorous nomination process and conducted in depth profiling of individuals to help the Board fully understand the most senior talent group. We then facilitated a discussion of the nominees to decide who would be put into the corporate talent pool.
‘Kiddy's expertise in talent management was invaluable in enabling us to put together a process to identify our high potential people from across our business. They also identified their development needs and facilitated our decision making about who should be on our high potential programme.’
Terry Haggerty, Head of Talent Management, SAP