Page 182 - Company Excellence

Part III: Chapter 6 ‐ Extraordinary Leadership

Make it clear to high potentials what prospects, opportunities
for further training and promotion open up for them in the
company.

Specific career development programs geared to individual
competence enhancement help people develop vertically through
promotions and horizontally by gaining experience in different areas
of the company in which they intern - either by building on their
strengths or by closing weaknesses or competence gaps. Tailored
development plans include job rotations and hospi- tations, for
example in partner companies, or acceleration pools. These pools
include employees and managers whom the HR department wants
to prepare specifically to take on greater responsibility - these
individuals receive preferential support.
These are all important aspects of top talent management. In
addition, internal talent scouting should take place and the
establishment of a talent task force should be considered. This task
force checks, for example, whether employees and managers from
the "second row" have talents that have been lying fallow or have not
yet been recognized. It may well be that a rather average
employee has simply not yet been placed where his or her
competencies can really bear fruit. It is the worthwhile task of a
competence-oriented Talent Task Force to track down the "hidden"
competence talents. This would prevent good but still
undiscovered employees from leaving the company prematurely
because they have not been promoted sufficiently.

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