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. Who is considered talent? What is potential? How is high performance different from high potential? Are these terms even meaningful? Or are we at risk of adding more complexity and in danger of damaging employee’s prospects by labeling them inappropriately? In our latest Position Paper, we look at the above points and also explain the critical dimensions used by Mercer Talent Enterprise to identify high potential employees.
According to Mercer’s latest report, Think Global, Lead Human, organizations can no longer rely on traditional leadership models built for stable, localized business environments. Modern leaders must operate across cultural, digital, and geographic boundaries while staying deeply human-centered.
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. Who is considered talent? What is potential? How is high performance different from high potential? Are these terms even meaningful? Or are we at risk of adding more complexity and in danger of damaging employee’s prospects by labeling them inappropriately? In our latest Position Paper, we look at the above points and also explain the critical dimensions used by Mercer Talent Enterprise to identify high potential employees.
About the author(s)
References