Page 196 - Psychological Management of Individual Performance

Practice Chapter 9

Assessing Potential and

Future Performance

Wieby Altink
SHL Nederland B.V., Utrecht, The Netherlands, and
Helma Verhagen
Fuji Photo Film B.V., Tilburg, The Netherlands

INTRODUCTION 180
INNOVATIONS WITHIN WORK AND ORGANISATIONAL
CONTEXT AND THEIR IMPLICATIONS FOR
MANAGEMENT/HUMAN DEVELOPMENT 181
HUMAN DEVELOPMENT AS THE BASIS OF MODERN HUMAN RESOURCE
MANAGEMENT 181
TRENDS THAT INFLUENCE MANAGEMENT/HUMAN DEVELOPMENT 182
THE CONCEPT OF POTENTIAL AND FUTURE PERFORMANCE:
THE RELEVANCE OF THE COMPETENCY APPROACH IN
PRACTICAL APPLICATIONS 184
WHICH FACTORS DETERMINE THE CONCEPT ‘POTENTIAL’? 184
THE ROLE OF PROCESS FACTORS WHEN MEASURING POTENTIAL 184
THE ROLE OF DEVELOPMENT AND ACTION PLANS WHEN DETERMINING
POTENTIAL 186
MEASURING AND DEVELOPING HIGH POTENTIAL 187
FREQUENTLY APPLIED METHODS AND TECHNIQUES TO PREDICT (HIGH)
POTENTIAL 188
DEVELOPING POTENTIAL AND FUTURE PERFORMANCE:
THE PROCESS 190
PRACTICAL CASE STUDY 195
HUMAN DEVELOPMENT AT FUJI PHOTO FILM B.V. 195
THE INTERACTIVE MODEL: FINAL COMMENTS 196
NOTES 196
REFERENCES 197

SUMMARY
Due to developments within their contexts, organisations have to pay more attention
to management development or actually human development (HD) for the entire work-
force. One of the important issues regarding this is “how to measure high potential”
and “how to manage high potential”. First of all, the definition of high potential is
dependent on contextual factors, and the measurement of high potential is not only
related to intelligence. The measurement of progress that someone makes in personal
development is one of the indicators of “potential” for the future; therefore, analyses

Psychological Management of Individual Performance. Edited by Sabine Sonnentag.
C 2002 John Wiley& Sons, Ltd. ISBN: 0-471-87726-3