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How are top companies designing and managing their high-potential programs? A follow-up talent management benchmark study.

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References

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1982Assessment Centers and Managerial Performance415 cited
2000High potentials as high learners345 cited
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1971The Peter Principle, Why Things always go wrong.279 cited
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2009Strategy-driven talent management : a leadership imperative269 cited
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2011Still Fighting the “War for Talent”? Bridging the Science Versus Practice Gap213 cited
2003

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The Talent Management Handbook: Creating Organizational Excellence by Identifying, Developing, and Promoting Your Best People

133 cited

Cited by

2018The Role of Talent Management Comparing Medium-Sized and Large Companies – Major Challenges in Attracting and Retaining Talented Employees78 cited
2018Putting an End to Bad Talent Management: A Call to Action for the Field of Industrial and Organizational Psychology59 cited
2022Simply the best? Star performers and high‐potential employees: Critical reflections and a path forward for research and practice53 cited
2018Creating comprehensive leadership pipelines: Applying the real options approach to organizational leadership development52 cited
2021Is there potential in assessing for high-potential? Evaluating the relationships between performance ratings, leadership assessment data, designated high-potential status and promotion outcomes in a global organization48 cited
2019Mixed signals: employee reactions to talent status communication amidst strategic ambiguity47 cited
2019When profession trumps potential: The moderating role of professional identification in employees’ reactions to talent management41 cited
2020Simply the best? A systematic literature review on the predictive validity of employee performance for leader performance37 cited
2022Developing a leadership potential model for the new era of work and organizations34 cited
2017High potential programs and employee outcomes34 cited
2024"Potential" and the Gender Promotions Gap30 cited
2020Unravelling leadership potential: conceptual and measurement issues27 cited
2023Do employees find inclusive talent management fairer? It depends. Contrasting self‐interest and principle25 cited
2020Outcomes of talent management: the role of perceived equity24 cited
2018Rule breakers and attention seekers: Personality predictors of integrity and accountability in leaders23 cited
2015The Role of Personality in Organization Development: A Multi-Level Framework for Applying Personality to Individual, Team, and Organizational Change19 cited