Image by Stephen Poff
Frank Roche over at Know HR wrote a thought provoking post on how to release the energy of high-potential HR employees.
His post got me thinking about the way we treat (and reward) HiPo’s in general.
I often wonder how many would-be HiPo’s come across as average to subpar performers because they’re either:
- In the wrong position that isn’t well aligned with their passions and strengths, or…
- Poorly managed, and thus demotivated.
I know there’s a lot of HR pros who would say you need to show you’re a HiPo before you get the rewards HiPo’s get. The whole chicken and the egg thing.
But a big part of me believes that if you treat all of your employees like they’re rockstars until they prove that they’re not (instead of the other way around), you’d start seeing a lot more rockstars in your organization.
I posted this on Twitter the other day, and Fran Melmed pointed me to this interesting NY Times article about random promotions.
So… what are your thoughts?
I think you just pointed out the life that I’m living right now. Thanks for reminding me. ;-)
My father said (on more than one occasion) “I’ll trust you until you give me a reason not to.” Luckily for me he was also very forgiving.
Assume competence before you assume incompetence.
Catch people doing it right more often than catching them doing it wrong.
There is a difference between being a “cop” – looking for infractions – and a counselor – looking for potential.
Great post Chris!
why not just fix the crappy systems – the broken selection system that can’t properly match employees to needs, or can’t even properly describe needs. Or the supervision system that does not do a good job of selecting, preparing, or managing it’s managers. Sure is convenient to blame employees when it’s most likely a problem much higher up the food chain.
@Ben and Paul – glad you enjoyed!
@Bret – I agree with you, but I can’t tell if you’re saying I’m blaming the employees or not. Mind clarifying?
You start off very well, Chris, by identifying the systemic causes. But then your rhetoric gets back to the individual. Your assumption is you can/should sort individuals into rock star and non-rock star status. That will give leader plenty of excuse to abdicate their true responsibility, which is to partner with all employees to improve that crappy systems that affect all behavior. Raise the water level and both jet skis and yachts will perform better when they are not dodging rocks.
I do agree that you need to show you’re a High Performer before you get the rewards. However, you bring up a good point at how easy it is for high performers to get demotivated depending on their situation. It seems perhaps the answer is two fold. For one, employers should treat all their employees like rockstars (until they prove otherwise). On the other hand, employees need to take ownership too and behave like rockstars to earn the rewards that come with being a rockstar. Good post!
@Cheryl – Thanks for the comments!
How do you differentiate treating employees like rockstars from rewarding them like rockstars? And what sorts of rewards to you feel rockstars deserve?
I’d be interested in learning a bit more on your perspectives! =)
Great post! I’ve worked with a number of companies whose “High Potential Employees” are the most underperforming because they were put into roles that don’t match up with their skill sets, interests and abilities. I think organizations focus so much on the past experience vs drive & passion that someone may have for a potential role that future “rockstars” (i said it) get overlooked and lost in the shuffle.
@Sarah, you really nailed it! It’s about aligning a person’s skills and passions with the right role for them.
Chris,
Great points about the HiPo’s. A practice I have had as a manager (stole it from someone but I cannot remember who or when) is to have regular one on one’s with my directs and those I am responsible for managing. The point of the one on one is to have the employee provide feedback on support, process, likes/dislikes of job. I do not use the time to defend myself, coach or “performance review” them. What I learn during these is the level of passion they have for their job, what role might they want to take on and who is just working and who is truly trying to improve themselves and the team. It has never failed me to know who my next promotion will be, or if I need to create/modify a role on my team.
Maybe this is a solution to Bret’s comments?
@Mark – My boss does the weekly 1×1 on with me, and uses a similar process. I’m a huge fan! Do you have any strategies for ensuring that people are open in the meetings and feel like they can be honest if something isn’t working for them or they’re not happy with what they’re doing?
Chris,
Good to hear you have a similar plan in place. To answer your question. Yes, I premise the conversation that nothing will be held against them, that it is an opportunity to improve the team and that I am seeking ideas and input. I also state that if I cannot deliver on something I will follow-up on why. It then becomes me honoring my word and devlivering what I say I am going to do. The honesty that is delivered has stung several times but as I have repeatedly told them “tell me what I need to hear not what I want to hear, otherwise, I cannot improve the situation.” This process has helped me identify my HiPo’s while treating everyone the same and I have multiple scenarios in my head in case a staff change occurs.
@Mark – Thanks for providing so much detail! That’s a great framework. Hopefully some of my readers can adopt it themselves.
Excellent point. Reminds me of the 90s movie “Dangerous Minds” in which Michelle Pfeiffer’s character is a new teacher in the inner city. She tells her students they all have an A to start with. By not contributing to the class and assignments they can only decrease their grade. It’s an interesting perspective.
Oddly enough, I blogged myself today on retention challenges with HiPos as the recovery continues and what can be done to increase loyalty. As I said in that post, strategic recognition builds good will and a sense of the company’s commitment to and high valuation of the employee and his or her efforts. (The full post is here if you are interested: http://globoforce.blogspot.com/2010/02/how-loyal-are-your-high-performers.html)
You know Derek, I’d never actually seen that movie! When it came out, I was “too young” to see R rated movies. That’s a really great comparison, though!
How funny that we wrote about similar topics, today. I’ll swing over to your site later and give your article a read. Thanks for popping by and commenting!
I’m going into this discussion kind of late, but in addition to all the other points, which are valid, let’s also remember the issue of personal responsibility. It’s great if my manager assigns the right roles, spends time with me, nurtures my talent and all that. But if not, I need to decide if this is the right role and position. I need to decide if it aligns with my strengths, gifts and passions; and whether I should stay, leave, or grow my HiPo self on the side.
Off topic, can you tell me what plug in you use for your comments? I like it a lot.
How about those who are poorly managed and/or in the wrong position AND are rockstars in spite of it!
I see that in a lot of my coworkers – and it is AMAZING.
(Just wish leaders could see it from that perspective, and realize what they have.)
@Krista – Very valid! There’s definitely some ownership on the employees. That said, my blog is really for HR pros, and if you’re running an org and not taking care of your people, they’re going to leave for an organization that does.
In terms of personal development, though, I agree whole-heatedly!
@ROWE Fan – That’s a tough one, isn’t it? Glad you’re surrounded by such talent!
@Krista – I forgot to answer the second part of your question. I don’t use a plugin on my comments. It’s all hard-coded into the theme.
I like the thrust of this post, Chris. I’ve always thought that making someone a “High Potential” created a self-fulfilling prophecy. Hi-Pos get the attention, the training, and the developmental assignments. As a result they develop quickly. And we say, “See, we knew it!!”
I’d rather see us concentrate on “Hi-Perfs.” There are plenty of ways that people new to a company can demonstrate that they are both willing and able to produce great results. But with a Hi-Po program we might miss some because we’re looking the other way.
@Wally – Self-fulfilling prophecy indeed! High-performing vs. high-potential… interesting concept. The only fear I’d have with that is the employees who would (or could) be high-performing in a role that was better aligned with what they’re passionate about and good at.
I don’t think we disagree on that, Chris. I think part of the way that organizations care for their people is to help them find roles that fit their passions and abilities. I just don’t want that to be something we only bestow on “hi-pos.” In most companies, we fit people to jobs. How would work look if we fit the work to people?
Concur 100% with Wally. I would much rather focus on creating high potential systems allowed everyone to impress the socks off of my customers than hoping I could find those rare people. Any effort you invest in an individual becomes localized in that person. Spend your effort getting people to partner with you to improve your crappy systems and now your effort is leveraged across your entire workforce. All ships rise, not just the ones you think are the yachts.
I agree with Wally too, but I think I’m interpreting what he’s as still focusing on individuals, but on all individuals. Wally, correct me if I’m wrong.
Bret, I’m not entirely sure I get your rising tide metaphor. Some people just aren’t going to be a good fit for the role or the organization.
Then why did you hire them? Why do you continue to turn a blind eye to your crappy selection system, blaming it instead on crappy people that just don’t “fit”? That’s the abdication of management.
@Bret – I don’t. I’d wager that a majority of my readers don’t either. And I’m starting to doubt you’re even talking about my article, because no where in there do I blame employees for anything.
A quick glance at the About page of this site will tell you that I’m a big proponent of stepping up the game for HR peeps and the managers we support – implementing systems and processes that help employees do their best work.
Show me a flawless selection system – one that doesn’t at least occasionally end up with a poor cultural or job fit. You can’t. There’s no such thing. Even the best selection systems mess up.
Can we do a better job at it? Sure. I agree that HR pros need the best selection systems we can get. But even the best selection systems produce errors.
Chris, I totally agree with what you say when you talk about treating your employees like rockstars before they become rockstars. In my current internship my supervisor has had me reading books on appreciative inquiry where we look at the positives instead of the negatives all the time and their is a definite upside with treating your employees as their great because then they will want to be great for their employer. I think this is an especially helpful thought as a person looking toward HR as a profession.
@Kevin – Thanks for the comments! I’m glad you’re enjoying your internship, and looking forward to a career in HR. If there’s anything I can do to help you, please let me know.