Organizations struggle with leveraging the talents and skills of High Performers and High Potentials after their first role. According to Harvard Business Review, nearly 40% of internal job moves made by people identified by their companies as “high potentials” end in failure, and 12% of all high potentials are actively searching for a new job.

💥 What is the difference between a high performer and a high potential?

💥 How do I keep my high performers and high potentials engaged?

💥 What are the common mistakes organizations make in their succession planning?

💥 How do I know my company is successful at talent management?

Successful talent management is possible when capabilities, career goals, and company strategy are aligned.