Align high-potential employee development with the organisation's workforce plan rather than treating it in isolation.
Identifying and Developing High-Potential Employees
A working programme in high-potential employee development for managers who have to deliver with existing resources.
📍 Tripoli🗓️ 5 training days📚 4 modules🎓 Accredited certificate
5intensive training days
4scientific modules
8training sessions
32detailed points
Course Overview
The organisation's reputation as an employer is built or lost through high-potential employee development. People decide what the people management and development capability really means by watching who gets promoted. Improvement in the wider people management and development agenda stalls when it depends on one capable individual rather than a defined method. It is designed for mixed groups, so that high-potential employee development is examined from more than one functional angle. Sessions alternate between guided analysis of this aspect of people management and development and supervised application. Where the wider people management and development agenda is measured, it improves; where it is only discussed, it drifts. Participants gain a clear basis for measuring what high-potential employee development has actually achieved. It treats the people management and development discipline as an operating discipline and equips participants to run it as one. The programme closes with an action plan for the wider people management and development agenda that each participant writes for their own organisation.
Expected Learning Outcomes
Design a practical operating method for high-potential employee development that fits the organisation's size and maturity.
Test the organisation's response to high-potential employee development under conditions that are less than ideal.
Design the appeals or grievance route attached to high-potential employee development.
Build a concise people policy for high-potential employee development that colleagues can follow without further explanation.
Build the evidence base on high-potential employee development from data the organisation already collects.
Integrate high-potential employee development with reward, development and performance processes.
Who Should Attend
Quality staff verifying that high-potential employee development performs as designed.
Learning and development officers building capability in high-potential employee development.
Senior leaders accountable for the culture high-potential employee development produces.
Public sector personnel officers applying high-potential employee development within regulation.
Human resources managers and business partners responsible for high-potential employee development.
Risk managers assessing the exposure created by high-potential employee development.
Course Modules
High-potential employee development: evidence, data and honest measurement
2 sessions · 8 pointsSession 1Getting other functions to support high-potential employee development
- Test the policy on high-potential employee development against three real cases from the past year.
- State the purpose of high-potential employee development in one sentence a new manager would understand.
- Arrange the handover of high-potential employee development so capability survives staff changes.
- Confirm that contractual obligations around high-potential employee development are understood.
Session 2Appeals and grievances arising from high-potential employee development
- Establish who is informed, consulted and accountable in high-potential employee development.
- Define acceptance criteria for high-potential employee development in advance.
- Anticipate the objections high-potential employee development will raise and prepare the answers.
- Map the handovers in high-potential employee development between functions and secure them.
High-potential employee development: communication and employee understanding
2 sessions · 8 pointsSession 1Building manager capability in high-potential employee development rather than owning it centrally
- Design the communication for high-potential employee development around the questions people will actually ask.
- Set escalation thresholds for high-potential employee development that work out of hours.
- Define who decides on high-potential employee development and who may only recommend.
- Pilot changes to high-potential employee development in one area before wider rollout.
Session 2Piloting a change to high-potential employee development before committing
- Identify the data the organisation already holds that bears on high-potential employee development.
- Review high-potential employee development for unintended equity effects across groups.
- Rank the weaknesses in high-potential employee development by consequence rather than by ease of fixing.
- Confirm records relating to high-potential employee development meet retention and privacy rules.
High-potential employee development: fairness, equity and consistency
2 sessions · 8 pointsSession 1The hard cases in high-potential employee development and how to reason about them
- Set the annual review point for high-potential employee development and who attends.
- Close out actions on high-potential employee development rather than leaving them open indefinitely.
- Plan succession for roles most exposed to high-potential employee development.
- Ask employees what high-potential employee development feels like from their side.
Session 2What has to be agreed before work on high-potential employee development starts
- Estimate the resource high-potential employee development requires to run as designed.
- Review whether high-potential employee development is aligned with the objectives of the workforce.
- Set the consistency check that catches uneven application of high-potential employee development.
- Check that high-potential employee development complies with current labour regulation in every location.
High-potential employee development: cost, benefit and workforce planning
2 sessions · 8 pointsSession 1Applying high-potential employee development consistently to the person you like least
- Identify single points of dependency in high-potential employee development and reduce them.
- Establish what evidence demonstrates high-potential employee development is under control.
- Estimate the cost of high-potential employee development and the cost of leaving it unchanged.
- Compare intended and actual outcomes of high-potential employee development honestly.
Session 2The exception to high-potential employee development that sets the precedent
- Agree the indicators that will show whether high-potential employee development is improving.
- Train line managers on high-potential employee development rather than handling every case centrally.
- Distinguish symptoms from causes when high-potential employee development underperforms.
- Assign responsibility for keeping documentation of high-potential employee development current.
Choose the package that suits you
Silver Package
At least 3 people
USD1,250
- Workshop or Program Participation
- Airport Transfers
- Customized Badge
- Expert Mentorship (Private Sessions)
- Supervision & Secretarial Services
- Accredited Certificate of Participation
- Complete Training Kit
- Coffee Break
- Closing Ceremony
Gold Package
At least 3 people
USD1,850
- 5-night stay in a 5-star hotel
- Workshop or Program Participation
- Airport Transfers
- Customized Badge
- Expert Mentorship (Private Sessions)
- Supervision & Secretarial Services
- Accredited Certificate of Participation
- Complete Training Kit
- Coffee Break
- Closing Ceremony
Complete your registration
We will contact you within one business day to confirm.