High-potential employees are seen as almost twice as valuable to their organisations as employees who are not high-potential. It’s easy to understand their significance when you look at the relationship between leadership bench strength and organisational performance.
Organisations with stronger leadership bench strength show double the revenue and profit growth of organisations with weaker leadership bench strength. These levels of organisational performance are the assurance that drives investment in high-potential programmes.
As the war for talent rages, ensuring the success of these high potential employee programmes is more important than ever. But how can you maximise the effectiveness of your programmes to assess, develop and guide your top talent to fill leadership gaps to drive growth and innovation throughout the organisation?
TMA’s 3rd Annual High Potential Talent conference combines case studies, think tanks and interactive sessions that explore how to:
- Strengthen engagement and address retention risk among high potentials
- Track metrics associated with your High Potentials and use talent analytics to deliver value
- Improve the mobility of your High Potentials
- Accelerate development through effective coaching and mentoring programmes
- Create and sustain a leadership pipeline
- Design and implement inspiring high potential programmes that drive growth
- Implementing Effective Learning Management Systems to Drive High Potential Development
- Developing Female High Potential Talent