In the high-stakes war for talent, traditional HR practices are no longer a tactical advantage, because traditional approaches lead to average results.

Fortunately, traditional HR practices are being transformed by:

1) technological advances, especially social collaboration tools and mobile devices, and

2) workforce science, which is the application of behavioral science, statistics and psychological principles to improve employee and organizational performance.

To move from traditional to smarter, we must apply our scientific understanding to high-potential employees.

In a recent global WorkTrendsTM survey of over thirty thousand workers, we found nearly a quarter of them had been identified by their organizations as high-potential employees. The results of our statistical analyses painted a vibrant picture.

  • High-potential employees are highly valuable workers.
    They provide their organizations with a strategic advantage by being more engaged, collaborative, and innovative than their coworkers.
  • It takes more than money to get high-potentials in the door.
    They are well-paid, and highly sought after. It takes a lot to impress them—they want the whole package plus a little extra. The money is great, but it is not enough. They want to work with the big names, and they take a great deal of pride in their status.
  • Admiration and advancement are key to keeping high-potentials.
    They need plenty of room to advance, or they just might outgrow the organization. If they do not get the recognition they deserve, they will look elsewhere, which is not a problem for these confident workers.

Predictive hiring techniques should focus on the high-potential rather than the average. That is why IBM’s five-step predictive hiring model includes learning from your best. Organizations that join behavioral science, predictive analytics, and human insights can transform traditional into exceptional practices and, subsequently, exceptional talent.

For more details and insights, download the full whitepaper here.

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