Brandon Hall Group to Launch Study on Changes in Developing High-Potential Talent
More than 70% of organizations believe it’s important to improve how high-potentials are identified and developed, according to previous Brandon Hall Group leadership research. This study explores how organizations are changing their approach to developing their best talent.
Brandon Hall Group, the leading independent HCM research and analyst firm, is launching a study on May 17 to understand how employers are adapting their strategies for developing high-potential talent.“Leadership development is one of the highest priorities for employers. This short study focuses specifically on how organizations are shifting their approach to identifying and developing high-potential talent to lead in the hybrid work world,” said Claude Werder, Senior Vice President, and Principal HCM Analyst.Brandon Hall Group’s research initiative, Developing Your High-Potential Talent, focuses on how:
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- High potentials are identified
- Employers are gaining engagement and commitment from high-potentials
- Organizations assess the readiness of high-potentials to move into their next roles
- Employers are increasing the diversity of their talent pipeline
To participate in this study, Participants will receive summary survey results six to eight weeks after the survey launch. They will also get immediate download access to Brandon Hall Group’s strategy brief, 5 Capabilities Every Leader Should Have.
“Prospective leaders have traditionally been largely identified by their performance in their job roles. They attend classes, take courses, and are often promoted into leadership roles with little or no practical experience,” Brandon Hall Group CEO Mike Cooke said. “More organizations are beginning to understand that their approach to high-potential identification and development must be more sophisticated. We want to gain a deeper understanding of what that looks like.”This quantitative research will be complemented with qualitative interviews to create an understanding of the tough decisions organizations must make in leveraging resources to identify and develop high-potential talent for the short-term and long-term future. The data and insights will fuel the development of research reports and tools — such as self-assessment tools, models, and frameworks — to help organizations improve the way they develop future leaders.“Leadership development is becoming more democratized, but expanding creates a new set of challenges, not the least of which is identifying candidates who possess the real potential to lead in an ever-changing business environment,” Werder said. “Tomorrow’s leaders must have strong capabilities and agility, but also the aspiration and level of engagement needed to drive success in a VUCA world. We are leveraging a series of studies this year to get a more granular understanding of how leadership development is evolving.”
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