How do we identify high potential?
We all know that identifying and retaining the high potentials in our organisation is crucial for business success. However, in contrast to performance assessment, how to identify and assess potential is often not as clear.
Companies often misinterpret high performance for high potential and rely solely on their leader’s observation or instinct about the identification of high potential. The fact is, that despite tools and processes, identifying someone’s ability and willingness to deliver and grow in a longer perspective can sometimes seem like an impossible task that in the end is based more on intuition than on our concepts and data.
Insights from different talent management practices
Everyone working with Talent Management knows that there is not one right method for identifying and retaining high potential, but that does not mean that we cannot strengthen our approach by sharing experiences. Join us at this NOCA event, where we inspire each other and share different views and perspectives on how to define, assess, and retain high potentials.
Four different speakers will help us highlight different aspects of this discussion:
Spotting talents early and giving them the opportunities to grow
– Marie Skov, Lead Talent Management Consultant Velux
Realizing people potential through data-driven development
– Janus Grant Petersen, Director, Talent & Succesion at GN Group.
Identifying high potentials wrongfully
– Thomas Clement-Christensen, Senior Consultant, A&D Resources.
- What to look for when identifying and evaluating potential?
– Louise Vestergaard, Director, Talent and Leadership Development, Haldor Topsoe
Marie Skov, Lead Talent Management Consultant Velux.
Marie is a HR consultant with extensive international experience in developing and implementing core HR initiatives within organizational development, performance management, talent development, leadership development and change management. She has a proven track record at companies like Danske Bank, NNE, and at the moment is identifying potential as a Lead Talent Management Consultant at Velux.
Janus Grant Petersen, Director, Talent & Succesion at GN Group.
Janus has 15 years of HR-experience of which the past 10 has been dedicated to Talent and Leadership development. Janus brings experience from VELUX, Danske Bank, Coloplast and now GN, where he leads a team of 7 bright minds responsible for the talent agenda. Since 2019 he has been lecturing on the topic of Talent Management at Roskilde University.
Thomas Clement-Christensen, Senior Consultant, A&D Resources.
Thomas is a Senior Consultant and a trained business psychologist. Among his many responsibilities is guiding clients on implementing assessments into recruitment and development processes in ways that ensure efficiency as well as great candidate experiences. He is also a master trainer and certified user of multiple assessment tools, including Hogan Assessments. Before joining A&D Resources, he has held global and regional leadership positions within HR and Sales spanning banking, pharma, professional services, and MedTech sectors.
Louise Vestergaard, Director – Talent and Leadership Development, Haldor Topsoe
Louise has broad experience working with leadership development, talent management, and organizational development within the pharma industry. For more than a decade she has been working with People & Organizational Development at Lundbeck. Today, Louise is head of the Talent and Leadership Development agenda at Haldor Topsoe.
No show fee: Cancellation no later than 24 hours before the event. No show or late cancellation will result in a fee of DKK 650 + VAT