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Effects of the high potential label on performance, career success and commitment: A matter of communication? Dr. Nicky Dries 7 th Dutch HRM Network Conference Friday, November 11 th , 2011. “Hard” approach to TM. RBV – HR architecture. (Adapted from Lepak & Snell, 1999) .

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Effects of the high potential label on performance, career success and commitment: A matter of communication?Dr. Nicky Dries7th Dutch HRM Network ConferenceFriday, November 11th, 2011

rbv hr architecture
RBV – HR architecture

(Adapted from Lepak & Snell, 1999)

the psychology of tm
The psychology of TM

Woohoo!

Heading for burn-out….

We’re set for life!

I wonder what the organization has in store for me next…!

Are my skills truly appreciated here?

I wish I had more job security….

Does this mean my potential is low…?

This is unfair!

tm conjecture
TM conjecture

“from the moment you tellthemthey’re a high potential, they start actinglikeone”

“from the moment you tellthemthey’re a high potential, they stop trying”

“can you imagine telling a person that he or she is a ‘low potential’ ?!”

“segmenting your workforceintohaves and have-nots is unfair”

ICAP conference Melbourne

July 11th-16th, 2010| pag. 6

r esearch model
Research model
  • online survey
  • 12 large organizations
  • strict inclusion criteria
  • anonymous/blind procedure
  • N high potentials = 250; N non-high potentials = 461
performance
Performance

self-rated performance →

supervisor-ratedperformance →

objective career success
Objective career success

← number of promotions

← net month salary

subjective career success
Subjective career success

satisfactionwithrecognition→

satisfactionwithdegree of job security →

turnover intentions
Turnover intentions

← organizational commitment

← intention to stay

implications
Implications
  • Benefits of open communication:
  • - public nature > rigorous processes;
  • - transparancy: more respect for, and trust in procedures;
  • more positive perceptions of TM programs;
  • what about the ethical side?
  • Pitfalls of open communication:
  • continuous re-assessment: communication of ‘demotions’;
  • creation of false expectations about career opportunities;
  • ‘strategic ambiguity’, in some cases, is more effective;
  • not for every type of culture!
questions contact data nicky dries@econ kuleuven be 32 494 66 02 46

Questions?Contact data:nicky.dries@econ.kuleuven.be+32.494.66.02.46.