Human resource is an essential factor in the sustainable development of an organization. Therefore, companies need not only valuable resources but the ones that are difficult to copy to improve their performance.
Competitors can replicate any product, technology, or strategy sooner or later, but not employees. High potential managers are of particular value for the company and the basis of its successful functioning. Consequently, they participate in creating a unique image of an organization; their activity leads to revenue growth and the development of the entire company. These people can be in crucial positions and engaged in strategic issues; they may be line managers or specialists with unique knowledge to solve specific problems.
Companies should formally acknowledge high-potential managers about their perspectives and guide them through the path of improvement. Employees with leadership skills get the information from the organization, which can distinguish the most appropriate development purposes for them (e.g., should they prepare for a promotion or get better at their current position). Thus, constant feedback from a firm stimulates managers to concentrate on the right goals of professional growth consciously.
A company may use a different approach to assess its managers to keep their potential secret. In that case, an organization gets the opportunity to supervise high-potential employees in a “natural environment” without interference in their work routine. Such a method can clarify managers’ self-dependence, stress-resistance, and purposefulness. The main argument against this policy is that companies restrict their ability to participate in their staff development, which is an essential element of excellent business performance. Hence, a formal acknowledgment of high-potential managers is vital to creating the internal improvement system.
In conclusion, it seems reasonable to assume that a company should identify and acknowledge its high-potential managers to clarify their strengths and turn them into a contribution to general performance. Furthermore, firms that provide feedback to managers help them to determine their role in the company’s activities. Another way to figure out employees’ capabilities is to keep their potential secret, but such an approach hinders their development.