Where Are Our High Potential Leaders

A large international company recognized the importance of developing future

leaders. However with over 15,000 employees based throughout North America, Europe,
Asia and developing Third World countries it was impossible and expensive for the British
based headquarters to identify and track all high potential employees. In the past this has not
been a problem because leadership roles went almost exclusively to the “Brits”.

It recently became apparent that to truly succeed in the global economy their corporate
leaders would have to be drawn from a global pool.

The planning process they used was based on replacement charts completed by local
management. A simple, standard rating system was used that indicated readiness for
promotion – within a year/within 3 years, and an indication of potential achievement levels i.e.
job level, executive, director. Among the problems with this system was the fact that
operations in each country varied in size and complexity. How could one assess the person
potential for President of a small operation such as Turkey versus larger operation such as
Germany – two very different scenarios.

Need a Professional Writer to Work on this Paper and Give you Original Paper? CLICK HERE TO GET THIS PAPER WRITTEN

In addition the “Anglo-centric” approach dictated that all serious high potential individuals
required a minimum two yearjob rotation to headquarters operations in the U.K. Job
rotations were exciting and, in most cases valuable, but extraordinarily expensive and
disruptive to both the home operations and to the families of the individuals. Poor
assessment of an individual’s potential or lack of opportunity to advance at the end of the
rotation wee very costly, making the process increasingly prohibitive.

It was very apparent that to succeed on an international basis the selection and development
of the talent pool had to be broadened and alternative means of development identified.

You are to use information learned from both Succession Management (Chapter 8) and
Strategic International HRM (Chapter 11) (dropbox link provided) Also, remember that
“job rotation” was not an effective development method for this organization.


1. How would a competency-based approach help with this situation?

2. Suggest alternative development methods and explain your reasoning for selecting

them. (BOLD the use of key terms and/or concepts in your answer)

Need a Professional Writer to Work on this Paper and Give you Original Paper? CLICK HERE TO GET THIS PAPER WRITTEN

Latest completed orders:

Completed Orders
# Title Academic Level Subject Area # of Pages Paper Urgency