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ChurchSilzerBluePrintHRPS201436.4 PSJ
ChurchSilzerBluePrintHRPS201436.4 PSJ
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Going behind the Corporate Curtain with a BluePrint for Leadership Potential:
An Integrated Framework for Identifying High-Potential Talent
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Allan H. Church
PepsiCo Inc.
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Curtain with a BluePrint for determined in an individual? Ask anyone working in talent management or human resources
and they will tell you that these questions reflect some of the most intense and ongoing
Leadership Potential
debates in organizations today. Nonetheless, identifying potential is key aspect of an effective
talent management system (Silzer & Dowell, 2010).
T
here are several reasons driving this ment approaches often differ dramatically, leadership talent in corporations today, isn’t
heightened attention to differentiat- and there seems to be limited conceptual it time we made progress on helping human
ing potential in organizations. agreement regarding the definition of poten- resource and talent management practitio-
Changing workforce demographics, the tial among them as well. In addition to this ners understand the true nature of potential?
impact of globalization and technology, and potential source of confusion, there are also The purpose of this paper is to do just that.
increased scrutiny from investors and boards many senior executives who continue to We will describe the Leadership Potential
An Integrated Framework of directors have increased the spotlight on
the quality of an organization’s leadership
assess future potential based on either current
performance or their own personal perspec-
BluePrint (the BluePrint), a new integrated
framework for thinking about, assessing and
become a hot topic at numerous professional Despite the lack of clarity regarding leader- (a) a review of theory and research in
conferences (e.g., Human Resource Planning ship potential, it has not dampened the applied psychology and organizational
Society, Society for Industrial-Organizational rising popularity of high-potential assess- behavior
Psychology, etc.) and consortium meetings ment and development efforts in major
(e.g., Conference Board Council of Talent corporations. In fact, a recent benchmark (b) data and high-potential frameworks
Management, The Mayflower Group). study (Church & Rotolo, 2013) noted that collected from leading consulting firms
70% of 84 “top development” companies
Understanding are currently using assessments in a variety
of forms (e.g., 360 feedback, personality
(c) recent benchmark studies of high-
potential practices in “top development”
Potential tests, structured interviews, cognitive mea- companies
sures, simulations, etc.) with some vigor,
While understanding leadership potential has with 90% assessing their senior executives (d) internal models, tools and practices
By Allan H. Church and Rob Silzer been of interest to practitioners and organi- and 75% assessing high-potentials. This from highly regarded organizations in tal-
zational psychologists for years, it has not result is comparable to another recent study ent management and learning and
received the level of attention in the formal in which 65% of 20 major business corpora- development, and
academic literature that you would expect. tions reported using assessment tools,
Instead, as many chief talent officers and beyond manager ratings and reviews, to (d) the combined internal and external
senior vice presidents of talent management identify high-potential candidates (Silzer & experience of the authors in the assess-
will confirm, a profusion of consulting firms Church, 2010). ment, staffing and development of
and assessment companies all claim to have individuals, leaders and executives.
the “silver bullet” for identifying leadership Given the level of effort and resources dedi-
potential. Interesting, however, their assess- cated to differentiating and building The Leadership Potential BluePrint is ground-
ed in theory, science and practice. For a
comprehensive review, see Silzer & Church,
2009. While most models and assessments of
potential are focused on only one or two spe-
Changing workforce demographics, the impact of cific ideas, the BluePrint is a comprehensive,
globalization and technology, and increased scrutiny integrated and indeed somewhat prescriptive
approach to understanding leadership poten-
from investors and boards of directors have increased tial. It represents the latest talent management
thinking. Perhaps more importantly, the Blue-
the spotlight on the quality of an organization’s Print is specifically intended to help senior
leaders, managers, human resource profes-
leadership talent. sionals, and chief talent management officers
better understand and make critical decisions ➤
Curtain with a BluePrint for determined in an individual? Ask anyone working in talent management or human resources
and they will tell you that these questions reflect some of the most intense and ongoing
Leadership Potential
debates in organizations today. Nonetheless, identifying potential is key aspect of an effective
talent management system (Silzer & Dowell, 2010).
T
here are several reasons driving this ment approaches often differ dramatically, leadership talent in corporations today, isn’t
heightened attention to differentiat- and there seems to be limited conceptual it time we made progress on helping human
ing potential in organizations. agreement regarding the definition of poten- resource and talent management practitio-
Changing workforce demographics, the tial among them as well. In addition to this ners understand the true nature of potential?
impact of globalization and technology, and potential source of confusion, there are also The purpose of this paper is to do just that.
increased scrutiny from investors and boards many senior executives who continue to We will describe the Leadership Potential
An Integrated Framework of directors have increased the spotlight on
the quality of an organization’s leadership
assess future potential based on either current
performance or their own personal perspec-
BluePrint (the BluePrint), a new integrated
framework for thinking about, assessing and
become a hot topic at numerous professional Despite the lack of clarity regarding leader- (a) a review of theory and research in
conferences (e.g., Human Resource Planning ship potential, it has not dampened the applied psychology and organizational
Society, Society for Industrial-Organizational rising popularity of high-potential assess- behavior
Psychology, etc.) and consortium meetings ment and development efforts in major
(e.g., Conference Board Council of Talent corporations. In fact, a recent benchmark (b) data and high-potential frameworks
Management, The Mayflower Group). study (Church & Rotolo, 2013) noted that collected from leading consulting firms
70% of 84 “top development” companies
Understanding are currently using assessments in a variety
of forms (e.g., 360 feedback, personality
(c) recent benchmark studies of high-
potential practices in “top development”
Potential tests, structured interviews, cognitive mea- companies
sures, simulations, etc.) with some vigor,
While understanding leadership potential has with 90% assessing their senior executives (d) internal models, tools and practices
By Allan H. Church and Rob Silzer been of interest to practitioners and organi- and 75% assessing high-potentials. This from highly regarded organizations in tal-
zational psychologists for years, it has not result is comparable to another recent study ent management and learning and
received the level of attention in the formal in which 65% of 20 major business corpora- development, and
academic literature that you would expect. tions reported using assessment tools,
Instead, as many chief talent officers and beyond manager ratings and reviews, to (d) the combined internal and external
senior vice presidents of talent management identify high-potential candidates (Silzer & experience of the authors in the assess-
will confirm, a profusion of consulting firms Church, 2010). ment, staffing and development of
and assessment companies all claim to have individuals, leaders and executives.
the “silver bullet” for identifying leadership Given the level of effort and resources dedi-
potential. Interesting, however, their assess- cated to differentiating and building The Leadership Potential BluePrint is ground-
ed in theory, science and practice. For a
comprehensive review, see Silzer & Church,
2009. While most models and assessments of
potential are focused on only one or two spe-
Changing workforce demographics, the impact of cific ideas, the BluePrint is a comprehensive,
globalization and technology, and increased scrutiny integrated and indeed somewhat prescriptive
approach to understanding leadership poten-
from investors and boards of directors have increased tial. It represents the latest talent management
thinking. Perhaps more importantly, the Blue-
the spotlight on the quality of an organization’s Print is specifically intended to help senior
leaders, managers, human resource profes-
leadership talent. sionals, and chief talent management officers
better understand and make critical decisions ➤
curate (with respect to potential) and even leadership skills and functional/technical skills with Assessment & Growth Dimensions ⦁⦁ What type of learning orientation, capability for growth, and
interest in experiences do our leadership potential talent have
potentially inappropriate models of talent
differentiation in their pipelines. These con- respect to future potential and current level in the Development today and is there a gap in with what they will need in future
roles?
textual factors include past performance,
mobility, background demographics, cultural organization. Overall, the Leadership Potential Blue-
⦁⦁ Does our leadership potential talent have the drive, energy and
commitment needed to move the company beyond where we are
fit and readiness for a new role. While all of Print is an important new integrated today? Are they ready and willing to make the sacrifices it takes
these factors may be important to consider in framework for defining leadership poten- to get to the top of the company?
a talent planning context, none of them tial. It helps to answer the questions of
“performance-potential paradox” (Church sense and potentially hurts your talent
should be included in a formal definition of “What is a high-potential?” and “Can Career Dimensions
& Waclawski, 2010). A better way to think pipeline planning to reduce your high- Have we identified, articulated and embedded in our talent,
potential for conceptual, accuracy, practical potential be developed?” While the model ⦁⦁
about performance, is as a gatekeeper mea- potential pool simply because someone performance and development systems the right leadership
and legal reasons (particularly background is comprehensive , t he Fou nd at iona l , behaviors needed for the future?
demographics). sure over time that allows an individual to cannot move right now.
Growth and Career dimensions make intu- Do we have the right mix of current and future-oriented functional
continue to progress. So many other factors ⦁⦁
itive sense and are easy to operationalize at skills and abilities outlined in our performance and development
Performance history. Past behavior has his- play into a given performance that it is dan- Background demographics. There are some
multiple levels of depth. systems?
torically been considered as the best gerous and misleading to link it to future demographic variables such as age, ethnicity,
predictor of future performance in similar leadership potential. gender, and nationality that might be consid- Table 1 provides some basic questions that
situations. However, we now live in a VUCA ered in the talent planning process for a range can help an organization begin to implement describe how the BluePrint can be used as At higher levels the assessment emphasis is
business environment (i.e., volatile, uncer- Mobility. An individual’s mobility status of reasons such as diversity needs, cultural fit the Leadership Potential BluePrint in a tal- part of a more systemic talent management generally placed more on the Growth and
tain, complex and ambiguous) that requires often generates significant debate in talent within a given country, or an aging senior ent management and planning context. process. Career dimensions of the model (except
new and different behaviors. The leadership reviews focused on whether an individual leadership pool with high levels of antici- Although these questions are no substitute perhaps among individuals where the orga-
situations faced are very different today so who is not willing to relocate can be con- pated exodus due to retirement. But we for formal and valid assessment measures
sidered as having potential. We would At PepsiCo, the Leadership Potential Blue- nization has more limited experience such
past behavior no longer works as well as a believe that these variables are unrelated to and tools, they will help leaders, managers,
argue that while mobility is clearly an actual leadership potential and should not be Print serves as the basis for the organization’s as new hires). Overall the LeAD program
predictor. Unfortunately past performance HR and talent management professionals to
has often been confused with potential, pri- important consideration for planning and used as indicators of such. entire multi-tier Leadership Assessment & based on the BluePrint has brought a new
think more carefully and consistently about
marily because performance is so important staffing purposes, it is not and should not what it means to evaluate and identify Development program (LeAD). Developed level of rigor to the potential assessment
to short -term success that it is hard to ignore be an indicator of leadership potential. Cultural fit. It has become fashionable in potential in their organization, and to be and launched in 2010, the program pro- and development process and has been very
it, particularly in companies focused on the Given that someone’s mobility status can some organizations to determine how well an more specific in the leadership talent that vides increasingly intensive integrated well received by candidates, managers and
bottom-line. This phenomenon in talent change quickly and potential should be a individual fits the specific organizational cul- they are looking for in their leadership suc- assessment and development efforts that HR leaders alike. There has been consider-
management efforts has been termed the relatively stable construct, it makes little ture. While we see the need for an individual cession and planning process. are linked to key leadership transitions and able pull for the program from the field. ➤
curate (with respect to potential) and even leadership skills and functional/technical skills with Assessment & Growth Dimensions ⦁⦁ What type of learning orientation, capability for growth, and
interest in experiences do our leadership potential talent have
potentially inappropriate models of talent
differentiation in their pipelines. These con- respect to future potential and current level in the Development today and is there a gap in with what they will need in future
roles?
textual factors include past performance,
mobility, background demographics, cultural organization. Overall, the Leadership Potential Blue-
⦁⦁ Does our leadership potential talent have the drive, energy and
commitment needed to move the company beyond where we are
fit and readiness for a new role. While all of Print is an important new integrated today? Are they ready and willing to make the sacrifices it takes
these factors may be important to consider in framework for defining leadership poten- to get to the top of the company?
a talent planning context, none of them tial. It helps to answer the questions of
“performance-potential paradox” (Church sense and potentially hurts your talent
should be included in a formal definition of “What is a high-potential?” and “Can Career Dimensions
& Waclawski, 2010). A better way to think pipeline planning to reduce your high- Have we identified, articulated and embedded in our talent,
potential for conceptual, accuracy, practical potential be developed?” While the model ⦁⦁
about performance, is as a gatekeeper mea- potential pool simply because someone performance and development systems the right leadership
and legal reasons (particularly background is comprehensive , t he Fou nd at iona l , behaviors needed for the future?
demographics). sure over time that allows an individual to cannot move right now.
Growth and Career dimensions make intu- Do we have the right mix of current and future-oriented functional
continue to progress. So many other factors ⦁⦁
itive sense and are easy to operationalize at skills and abilities outlined in our performance and development
Performance history. Past behavior has his- play into a given performance that it is dan- Background demographics. There are some
multiple levels of depth. systems?
torically been considered as the best gerous and misleading to link it to future demographic variables such as age, ethnicity,
predictor of future performance in similar leadership potential. gender, and nationality that might be consid- Table 1 provides some basic questions that
situations. However, we now live in a VUCA ered in the talent planning process for a range can help an organization begin to implement describe how the BluePrint can be used as At higher levels the assessment emphasis is
business environment (i.e., volatile, uncer- Mobility. An individual’s mobility status of reasons such as diversity needs, cultural fit the Leadership Potential BluePrint in a tal- part of a more systemic talent management generally placed more on the Growth and
tain, complex and ambiguous) that requires often generates significant debate in talent within a given country, or an aging senior ent management and planning context. process. Career dimensions of the model (except
new and different behaviors. The leadership reviews focused on whether an individual leadership pool with high levels of antici- Although these questions are no substitute perhaps among individuals where the orga-
situations faced are very different today so who is not willing to relocate can be con- pated exodus due to retirement. But we for formal and valid assessment measures
sidered as having potential. We would At PepsiCo, the Leadership Potential Blue- nization has more limited experience such
past behavior no longer works as well as a believe that these variables are unrelated to and tools, they will help leaders, managers,
argue that while mobility is clearly an actual leadership potential and should not be Print serves as the basis for the organization’s as new hires). Overall the LeAD program
predictor. Unfortunately past performance HR and talent management professionals to
has often been confused with potential, pri- important consideration for planning and used as indicators of such. entire multi-tier Leadership Assessment & based on the BluePrint has brought a new
think more carefully and consistently about
marily because performance is so important staffing purposes, it is not and should not what it means to evaluate and identify Development program (LeAD). Developed level of rigor to the potential assessment
to short -term success that it is hard to ignore be an indicator of leadership potential. Cultural fit. It has become fashionable in potential in their organization, and to be and launched in 2010, the program pro- and development process and has been very
it, particularly in companies focused on the Given that someone’s mobility status can some organizations to determine how well an more specific in the leadership talent that vides increasingly intensive integrated well received by candidates, managers and
bottom-line. This phenomenon in talent change quickly and potential should be a individual fits the specific organizational cul- they are looking for in their leadership suc- assessment and development efforts that HR leaders alike. There has been consider-
management efforts has been termed the relatively stable construct, it makes little ture. While we see the need for an individual cession and planning process. are linked to key leadership transitions and able pull for the program from the field. ➤