Identifying High Potential Diane Locke, Queen’s IRC Facilitator, 2019
How do you spot potential? What differentiates a high potential employee from one who has reached a career plateau? Many organizations fall into the trap of relying on past performance as a measure of future potential. Current and past performance may be an indicator of potential, but the two are not synonymous. In fact, according to a study conducted by Gartner (previously CEB/SHL Talent Measurement) only one in seven high performers are actually high potentials. That means that over 85% of today’s top performers lack the critical attributes essential to success in future roles. People who perform well in their current positions can fail miserably if they are promoted beyond their level of competence.
To more accurately identify potential, it is useful to assess an individual’s level of “learning agility”. Learning agility is the speed at which people learn and adapt to change. It is a term used to describe continuous learners who are open to exploring new ways of thinking and being. Agile learners are students of life who are able to abandon entrenched patterns and ways of operating to try new things.
3 Bad Habits that Impede Successful Conflict Resolution in the Workplace Joan Sabott, Queen’s IRC Facilitator, 2018
A habit can be defined as a “usual manner of behavior.” But what I know about conflict is that there is often nothing “usual” about it. What happens to those of us who support others in conflict is that we tend to reach for the same set of tools each time, although we often are trying to solve very different problems. Even with the best of intentions, these habits can result in frustration, shallow or even bad resolutions, and won’t meet the needs of the people in conflict. Here are some common habits when dealing with conflict and what can be done to overcome them.
Habit #1: Intervening With the Wrong Process When problems, disputes, and conflicts arise, we habitually fall back on solutions that have worked in the past, or processes and policies with which we are comfortable. But using the same set of tools to help resolve all conflicts can’t take care of every job in our organizations any more than a hammer can fix a broken dishwasher.
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