At Mercer Talent Enterprise, we define high potential leaders as those who have the capacity, mindset and drive to exponentially contribute to the success of their organization.
They are ‘force multipliers’ raising the bar for others and particularly for their direct reports and teams.[1]
Some truths about high potentials
Clearly articulate your objectives and outcomes from talent identification processes
Merriam Webster Dictionary
The very definition of potential helps us appreciate that assessing human behavior is complex, especially when we are seeking to identify future talent.
It requires a multi-faceted approach to identifying potential. It is absolutely critical to ensure that the assessment criteria and program objectives are clearly articulated before starting any talent assessment project.
At Mercer Talent Enterprise, we define high potential leaders as those who have the innate talent as well as the future capacity to exponentially impact the success of their organization. They are ‘role models’ and ‘force multipliers’ raising the bar for others, and particularly for their direct reports.
A high potential employee is someone with the ability, engagement, and aspiration to rise to and succeed in more senior and critical positions.
High potential is defined concretely as your capacity to step into a role that is two levels or more above the one you currently hold.
Based on research by Mercer Talent Enterprise, assessment of future potential is complex and multi-faceted, and requires a multi-modal approach to ensure that the process is objective, robust and future-proofed.
We define high potential leaders as those who have the innate talent as well as the future capacity to exponentially impact the success of their organization.
Based on research by Mercer Talent Enterprise, assessment of future potential is complex and multi-faceted, and requires a multi-modal approach to ensure that the process is objective, robust and future-proofed.
We define high potential leaders as those who have the innate talent as well as the future capacity to exponentially impact the success of their organization.[2]
Raven’s APM III
The Thriving Index® (TI)Leadership Derailer Index® (LDI)
Work Perspective Index® (WPI)Alignment Perspective Index®
1 - 1 Executive Assessment360 / Multi-Rater, Case Study, Role Play, In-Depth Behavioral Interview etc.
AGILE L2
The Thriving Index® (TI)Leadership Derailer Index® (LDI)
Work Perspective Index® (WPI)Alignment Perspective Index®
2 - 4 Executive Assessment360 / Multi-Rater, Case Study, Role Play, In-Depth Behavioral Interview etc.
AGILE L1
The Thriving Index® (TI)Leadership Derailer Index® (LDI)
Work Perspective Index® (WPI)Alignment Perspective Index®
2 - 4 Executive Assessment360 / Multi-Rater, Case Study, Role Play, In-Depth Behavioral Interview etc.
By deploying a multi-modal assessment approach, Mercer Talent Enterprise has established a scientific, evidence-based approach to talent assessments, high potential identification and succession planning, powered by data analytics, and progressive assessment technology.
Without a doubt, prioritising investment in the right people directly translates into business returns for companies world over. This raises important questions about how employers go about the process of identifying talent and building their leadership pipeline.
