Is everyone suited to lead? Are there alternative career paths for HIPOs in your organisation?
"Not everyone is meant to be a people leader. But most organizations classify career advancement as transitioning into a series of people leadership roles. What does that mean for an organization’s high performers whose strengths and preferences are not aligned with the abilities to manage themselves and others effectively?"
Robert Hogan
What do you do to retain employees who perform well, but who are not necessarily well suited to managing people, even with training. These employees often do not have management ambitions themselves either. Perhaps they have other needs and wishes for their work and career. However, they are often very important contributors to your organization. How can you continue to motivate them and develop them? How to continue to let them feel valuable to the organization at the same time that these employees' knowledge and experiences are taken care of in the organization?
What about the rest of the staff?
It is very important for the organization to invest in its HIPOs. However, this must not come at the expense of all the other employees in the organisation. Everyone is dependent on each other
to get the "wheels turning", and everyone helps to influence the working environment and cooperation in the organisation. Many people at lower levels in the organization also do the important work of communicating with customers. Some employees who may not be performing optimally today may turn out to have good potential if they receive the right training and follow-up.
Employees who perform poorly, and who may also contribute to a poor working environment, are also important to follow up. First to find the cause of the poor performance, and possibly bad attitudes etc. Perhaps they are just demotivated, working on the wrong tasks in relation to their personal suitability, motivation and competence. Maybe they are in conflict with someone in their team, or they don't work well with their manager. Sometimes it can help to move employees into new roles and departments. In the extreme, dismissal may need to be considered, and here it is important to be aware that many of the processes and assessments described above are absolutely necessary and carried out in relation to safeguarding extensive requirements laid down in labor law regulations (including the Working Environment Act). and collective agreements in Norwegian working life.