Embedding the development of high potential leaders into the fabric of a learning and development strategy is an ongoing priority and challenge for many of us. As we consider possible solutions for creating a willing and able bench of successors, we find ourselves tackling several questions:
How do we define high potential?
Are the learning needs of high potentials vastly different from other employees?
Do our solutions provide ample opportunity for both development and visibility?
Should high potentials learn from each other?
Who should develop high potentials? L&D professionals? Managers and leaders? External experts?
How do we know whether the program is successful?
Hear about Ameriprise Financial Inc.’s journey to build a comprehensive high potential framework. This session will cover the multifaceted approach we took to build this framework and some of our key learnings along the way.
Learn how Ameriprise’s high potential framework fits within the overarching L&D strategy.
Understand the key ingredients that of these programs that really work.
Review how we’re measuring success.
BUILDING OUR BENCH AND SECURING OUR FUTURE: AMERIPRISE FINANCIAL INC.’S JOURNEY INTO HIGH POTENTIAL DEVELOPMENT
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Frequently
Asked
Ques0ons
6. Agenda
1. About Ameriprise
2. How We Define High Potential
3. Our Approach to High Potential Development
4. The Solution
5. Is it Working?
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Our mission is to help people feel confident about their financial future.
Who We Are
8. What We Know
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Sources: Deloitte Human Capital Trends 2017; Corporate
Leadership Council 2010; Petrie, 2014
High performing leaders today need different skills
than in the past
High potential employees are more than 50%
valuable than an average employee
The business landscape is more complex, volatile
and fast-paced while development programs have
lagged behind
Companies that
develop concrete plans
to prepare HiPos for
other critical roles and
ensure those plans are
completed have much
more effective
succession
management
programs.
High impact Succession
Management: Key Findings and
Maturity Model, Bersin by Deloitte/
Kim Lamoureux, 2014
9. Defining High Potential
HiPo * Source: CEB, The HR Guide to Identify High Potentials, 2014
1. Aspiration- To rise to senior roles
2. Ability-To be effective in more responsible and senior
roles
3. Engagement- To commit to the organization and remain
in challenging roles
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HiPos with low engagement are prone to leave the organization
10. Our Version of the “9 Box”
Learning Agility
“ The measurement of potential can be
strengthened by adding another concept… The
willingness and ability to learn new competencies in
order to perform under first-time, tough, or different
conditions.”
* Michael M. Lombardo & Robert Eichenger, 2002.
Characteristics of the Learning Agile
§ Seeking and having more experience to learn from
§ Enjoying complex first-time problems and challenges
§ Getting more out of these experiences because they have an interest in making sense of them
§ Performing better because they incorporate new skills into their repertoire
New in Role
Focus on coaching and a solid
development plan. If an individual
has been in the role for some time,
there may be a serious issue.
DEVELOP
High Potential
Provide greater scale and/or scope
or a new assignment which will
stretch them in a significant way or
will provide new or missing skills.
Retention is critical.
PREPARE
Potential with
Development
Opportunities
Focus on reasons for low
performance and actions to improve
it. If there isn’t an improvement,
potential should be reassessed and
a performance improvement plan
put in place.
IMPROVE AND CHALLENGE
Strong Potential
Employee development should
focus on specific gaps – i.e. what is
needed to broaden or to move to
the next level of responsibility.
STRETCH
Low Performer
Focus should be on significant
performance improvement or
finding a more suitable role
elsewhere. Should remain in this
category no more than 6 months.
IMPROVE OR EXIT
Solid Performer
Maintain high levels of
engagement, motivation and
performance. Opportunities to
develop others may result in greater
retention.
RETAIN
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11. Recognizing High Potentials
Innovating- questioning the status quo and challenging
long-held assumptions
Performing- remaining present and engaged; handling the
stress brought on by ambiguity and ultimately adapting
quickly in order to perform… picking up new skills more
quickly and performing better
Reflecting- hungry for feedback and spend focused energy
processing information so as to better understand their
own assumptions and behavior
Risking- venturing into unknown territory and putting
oneself “out there” to try new things... pioneers-
adventurous and comfortable with progressive risk;
stretching themselves outside their comfort zone
Improve Your Ability to Learn, Harvard Business Review, J.P. Flaum and Becky Winkler, June 8, 2015
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Learning
Agility
is…”knowing
what to do
when you
don’t know
what to do.”
The Five Dimensions
of Learning – Agile
Leaders Kevin
Cashman, Korn Ferry
Interational, 2017
Forbes.com LLC
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Our Approach to High Potential Development
Key Ingredients
• Peer Exchange
• Visibility
• Self Insight
• Talent Developers
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Learning & Development Framework
Learning on
Demand
14. Multi-Pronged High-Potential Development
Signature Programs by Level: Focused on Transition
Visibility Programs
• Executive Leader Lunches
• Discussion in Talent Meetings
• Officer Meetings / Town Halls
Peer Learning Groups
• Enterprise / Virtual / Women’s
• Employee Networks
• Field Leadership Academies
Individual
Contributor
First-Level
Leader
Mid-Level
Leader
VP
Officer
On-the-Job Development
• Internal or Executive Coaching
• Mentoring
• Structured Assignments
Value Proposition
Retain and accelerate development of key
talent so they are prepared and ready for
pivotal roles when needed
Build an engaged, deep bench faster
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16. The Evidence
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17. More Evidence
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18. Our Continued Evolution…
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• Action Learning
• Global interaction and immersion
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Leadership Development Using
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