High-Potential Programs: Why Still a Gap?

Abstract

To address the growing leadership gap, companies invest in “high potential” (HIPO) programs, designed to identify promising leadership candidates and develop them into future leaders. However, despite their commitment to such initiatives and the availability of best practices, HIPO programs frequently fail to deliver desired results. We explore how managers who facilitate HIPO programs perceive these programs and how their perceptions hinder their ability to implement best practices and optimize their programs. Our findings suggest that organizations need to focus more on the underlying perceptions and concerns of managers who execute HIPO programs.