HR VLZ Panel Discussion on the theme - 'Hi-Po Management - Benefits and Challenges' with Mr. Jaspreet Bakshi, Sr VP HR & Regional Head - HR People Services, RBS India & Mr. Uday Burra, Chief People Officer, Cheers Interactive Pvt. Ltd is scheduled on Friday, December 4, 2015 at 1130hrs. Key Takeaways: How to create a hi-po management system? What are the benefits of having a strong hi-po system? What are the challenges of hi-po system? What is the responsibility of HR in creating and maintaining a hi-po system? How do you measure the ROI w.r.t. business deliverables of hi-po framework? What is the impact/implication of hi-po on larger population in organization? How do you engage and cultivate hi-po employees to stay and perform? Is it recognition or added responsibilty? What is business role in managing a hi-po program?

1. Hi-Potential Management
Benefits & Challanges

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Defining High Potential
“Ready Now” talent with the relevant capabilities to move into positions of
greater scope and responsibility.
Facts
 Alarmingly, only 13%1 of senior executives and human capital managers today believe their
organizations have ample leadership pipelines.
 According to a Right Management Conference Board survey of 210 executive-level human
capital professionals in Asia, 45 percent of respondents indicated that their leaders are not
prepared or only marginally prepared to address the business challenges ahead. That really
means 45 percent are willing to admit they may not be prepared.

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How to create a Hi-Po Management System
 Communicate whatever can be communicated….
01  Before understanding the ‘How’ part, it is important to understand the ‘Why’ bit.
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 Couple of important considerations for such system would be- ‘What is the
coverage’? ’What is your definition of hi-potential’? ‘What purpose you want it to
serve ?
03  Important to understand if Hi-Po is a critical skill or critical person?
04
 Important to have complete leadership buy in from design perspective. Keep
selection purely on merit (not necessarily only on data)
05  Should have an exit mechanism – potential need to be realised
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Foundation for Success
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Strategic Structured approach to Talent Development
AssessIdentify Develop Engage

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Poll Question
5
.
War of Talent is the next big deciding factor for organization's of
future? Can effective Hi-Potential Management be the answer?
Yes
No
Can’t Say

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Key Benefits
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Retaining top talent
– Competitive
Advantage
Reward for PerformanceBusiness Growth
Motivational/Aspirational

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Key Challenges
77
Retention effort only for
selected few
Organisations invest too much
money on Hi-Po and others feel
neglected.
It is important to make programs for
more than significant few
Creates more conflict & competition
than collaboration
Results are very difficult to
measure..we end up
measuring retention than
value creation

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Basics to keep in Mind
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Measuring the ROI w.r.t business deliverables of a Hi-Po framework
 ROI depends on what organisation wanted to get out of system
 It could be retention of Hi- Po
 It could be multiple growth of organisation
 It could be creating future generation of leaders
 ROI measurement should be clear from the start – for all stakeholders
• These programs can either be aspirational or completely
demotivating. We need to be careful to make it aspirational
• It is important to keep exit mechanism from these programs,
but exit from the program should be communicated in
advance else it could set demotivation

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Avoiding 3 most common pitfalls
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Using outdated success profiles
Failing to create a credible,
trustworthy and structured
development program
Confusing high performance with potential

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Engaging Hi-Po
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Careful
allocation of
roles and
responsibilities
Should be
either
classified as
critical talent
or should
have critical
skill
Should not be
doing routine
jobs which
can be done
by anyone
Should do
roles which
are unique
and at least 1-
2 level above
their
experience/titl
e etc.
.
Use a
Development
Centre
Career
Planning
One on One
Coaching
Comprehensive
reporting
360 degree
.
Engaging and Cultivating Hi- Po employees to stay and perform

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Role of HR
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Identify Develop Reward Deliver
Leadership Involvement, Buy In, Change Management

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Summary
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Organisation
Strategy
Build Vs Buy
Decision
Define
Potential
Create
Identification
Measures
(competency,
values, track
record)
Identify clear
road map for
each Hi-Po
Buy-In from all
stakeholders
Communicate

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Thank You!
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