個案資料

A chief human resource executive of an automotive company in India, faced with exits of promising employees, was reviewing the efficacy and relevance of the company’s 20-year-old high-potential talent identification program in place since 1991. The chief executive was particularly concerned about how well the program met the company’s changing leadership needs within the context of a rapidly evolving automotive industry in India in recent years owing to open economy and influx of foreign players in the automotive segment. The challenge facing the executive was how to align the program with the company’s organizational strategy to establish a pipeline of successors ready for critical senior roles in a changing business landscape by fostering loyalty and leadership capability of employees. See the supplements to this case, 9B15C027 and 9B15C028.

<ul><li>To define high-potential talent and illustrate its importance to organizations.</li><li>To identify the elements of designing and implementing a high-potential talent identification program. </li><li>To highlight the rationale for adapting talent development strategy to align with the organizational strategy. </li><li>To discuss the importance of developing a pipeline of successors ready for future critical senior roles.</li><li>To demonstrate the need for periodic assessment and outcome measurement of the high-potential talent identification program to stay relevant to the changing needs of the organization.</li></ul>The case is suitable for undergraduate, graduate and executive courses on organizational behaviour and human resources management, talent management and leadership development, and corporate business strategy. The case can be used to discuss the role of a strategy-oriented high-potential talent identification program in developing future leaders of an organization in-house to stay competitive and relevant in the marketplace.

• High potential scheme
• career management
• employee engagement