Become a WhatWorks® Member and gain access to all research resources.
See our Membership FAQs
HR or solution provider staff, online or on the phone, dedicated to answering employee questions about HR programs, such as benefits, wellness plans, and EAP programs.
A “high performer” is an employee who is a key contributor, demonstrates high performance, is capable of a lateral move, may be qualified for a broader role within the same profession and has reached the potential to move “upward’ in a management capacity.
In many companies performance ratings are developed using "forced ranking" - e.g. only 10% of all employees can be rated 5 out of 5, for example. The "high performers" are typically considered to be those with a certain rating.
In contrast, the second method for describing employee value is "potential" - which is often considered an individual's potential to grow at least two additional levels (managerially or professionally) in the organization. In most companies performance and potential are evaluated seperately, and combined in a 3X3 matrix called a "9-box grid."
A “high-potential employee” is an employee who has been identified as having the potential, ability, and aspiration for successive leadership positions within the company. Often, these employees are provided with focused development as part of a succession plan and are referred to as “HiPos.”
Our research shows that top-performing companies separate the evaluation of "performance" from "potential," using tools such as two-dimensional grids (nine-box, etc.) to compare high performers with high potentials. Our research also shows that there are five elements to a world-class HiPo strategy:
Fewer than 15 percent of companies have strong programs that encompass these areas; most fall short in the identification of HiPos, as well as in the transition and management of HiPos in their new roles. In fact, one of the biggest derailers of leaders is a tendency for organizations to move them into high-powered positions without enough transition support.
For more information on this topic, we recommend learning more about our
High-Potential Strategy Maturity Model.
The Bersin by Deloitte "High-Impact Methodology" is a proprietary research process invented and used by Bersin to identify the HR, talent, and learning practices which drive consistent and verifiable business results.
The methodology includes extensive quantitative analysis (surveys using specially designed questions), correlation and causal analysis, case studies, and extensive vendor and solution provider analysis. The methodology produces a variety of actionable findings, including maturity models, leading practice descriptions, frameworks, and case studies.
The philosophy behind this methodology is that people-related practices do, predictably, drive certain business outcomes under certain conditions. Unlike disciplines like accounting, there is never a "perfect solution" to any people practice, but research does show that many practices do result in certain results, and our methodology identifies these practices and most importantly, shows when and where they apply. We use the marketing term "WhatWorks" to describe this process, showing that the focus is based on continuously studying what is driving results under real-world business conditions.
A set of strategies, timelines, and costs associated with meeting the goals of the HR group, usually created annually. The HR business plan is aligned with organizational business plan and created in support of organizational goals.