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“Hard” approach to TM

Effects of the high potential label on performance, career success and commitment: A matter of communication? Dr. Nicky Dries 7 th Dutch HRM Network Conference Friday, November 11 th , 2011. “Hard” approach to TM. RBV – HR architecture. (Adapted from Lepak & Snell, 1999) .

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“Hard” approach to TM

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  1. Effects of the high potential label on performance, career success and commitment: A matter of communication?Dr. Nicky Dries7th Dutch HRM Network ConferenceFriday, November 11th, 2011

  2. “Hard” approach to TM

  3. RBV – HR architecture (Adapted from Lepak & Snell, 1999)

  4. “Soft” approach to TM Nurture me!

  5. The psychology of TM Woohoo! Heading for burn-out…. We’re set for life! I wonder what the organization has in store for me next…! Are my skills truly appreciated here? I wish I had more job security…. Does this mean my potential is low…? This is unfair!

  6. TM conjecture “from the moment you tellthemthey’re a high potential, they start actinglikeone” “from the moment you tellthemthey’re a high potential, they stop trying” “can you imagine telling a person that he or she is a ‘low potential’ ?!” “segmenting your workforceintohaves and have-nots is unfair” ICAP conference Melbourne July 11th-16th, 2010| pag. 6

  7. Research model • online survey • 12 large organizations • strict inclusion criteria • anonymous/blind procedure • N high potentials = 250; N non-high potentials = 461

  8. Performance self-rated performance → supervisor-ratedperformance →

  9. Objective career success ← number of promotions ← net month salary

  10. Subjective career success satisfactionwithrecognition→ satisfactionwithdegree of job security →

  11. Turnover intentions ← organizational commitment ← intention to stay

  12. Implications • Benefits of open communication: • - public nature > rigorous processes; • - transparancy: more respect for, and trust in procedures; • more positive perceptions of TM programs; • what about the ethical side? • Pitfalls of open communication: • continuous re-assessment: communication of ‘demotions’; • creation of false expectations about career opportunities; • ‘strategic ambiguity’, in some cases, is more effective; • not for every type of culture!

  13. Questions?Contact data:nicky.dries@econ.kuleuven.be+32.494.66.02.46.

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