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PCCA Journal|3

rd

Quarter 2015

11

right content and learning opportunities are present.

Each high-potential program will look different and be

designed to support the larger initiatives and strategies of

the organization. Most effective high-potential programs use

a variety of developmental options. For example, they may

send their high-potential group through formal training ses-

sions (either internally or externally), pair high potentials up

with an executive coach, or develop action-learning initia-

tives or stretch assignments. Regardless of the format, con-

sistent, clear feedback is a hallmark of great high-potential

programs.

Preparing for the Future

Developing an effective high-potential program requires an

investment of time, energy, and resources, both initially and

ongoing. Some organizations in the industry have delayed

this first step, with the mindset that they’re too busy getting

work to spend time on internal initiatives. Those organiza-

tions will face great challenges winning the war for talent

and will play catch-up to those organizations that have

already started. The most forward-looking companies rec-

ognize that to retain their top talent, they need to invest in

developing the next generation of leaders. As the Baby Boom-

ers continue to leave the industry, organizations will need to

rely increasingly on younger workers to step up and take on

levels of increased responsibility. If you aren’t preparing your

next generation of leaders for that responsibility, you can ex-

pect to face great challenges in the not-too-distant future. The

time to start developing your high potentials is now.

Tim Tokarczyk is a consultant with FMI Corporation. He can

be reached at (303) 398-7222 or

ttokarczyk@fminet.com

. Em-

ily Livorsi is a staff consultant with FMI Corporation and can

be reached at (303) 398-7216 or at

elivorsi@fminet.com

.

Reprinted with permission from FMI Corporation, (919) 787-

8400. For more information, visit

www.fminet.com

.

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