Organizations have some form of program designed to nurture high-potential employees. However a recent study by the Corporate Executive Board revealed that 40% of "high-potential" job moves produce disappointing results. Disengagement of employees also is remarkable: One in three emerging stars reported feeling disengaged from his or her company. Even more striking, 12% of all the high potentials in the study said they were actively searching for a new job. Why do companies have so much difficulty in their succession planning? The Corporate Executive Board's research revealed that senior managers make misguided assumptions about these employees and take actions on their behalf that actually hinder their development. When dealing with high-potential employees, firms tend to make six common errors: assuming that all of them are highly engaged, equating current performance with future potential, delegating the management of high potentials down in the organization, shielding promising employees from early derailment, expecting stars to share the pain of organization-wide cutbacks, and failing to link high potentials and their careers to corporate strategy. In other words "tune into their brains". Key points to take into account are:
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Tuning into their Brain - Employee behaviour for enhanced performance
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