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Succession Planning and Management: A Guide to Organizational Systems and Practices by David Berke

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High Potentials

High potentials are those people who at various points in their careers are perceived to be potential successors to those at higher organization levels. Cope (1998) discusses the methods used for identifying and developing high potentials. Organization-specific competency models usually are the foundation for identification, and various types of assignments are used for development. The author also discusses how the companies being reported on deal with whether or not to inform the high potential about having been identified and some of the issues associated with that.

Even with a competency model, determining who is a high potential is not always easy. Ruderman and Ohlott (1990) identify possible information-processing biases ...

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