Are organisations neglecting the potential talent in their midst?On 21 Aug 2001 in Personnel Today Comments are closed. Previous Article Next Article Only a third of large employers around the world regularly use high-flierschemes, despite their importance in succession planning. These schemes within work organisations identify staff with potential forleadership and management positions and help them prepare for future roles. Many larger organisations will use a development centre to assessdevelopmental needs and ascertain potential for high-flier schemes. Feedback from the centre will be used to create a developmental plan,including work experiences that will prepare employees for future roles, suchas job rotations and secondments. In the countries surveyed, a median of only about one-third of employerswith 200 or more staff report regular use. The biggest uptake is by France andSweden, with 55 per cent regularly using high-flier schemes. The UK is wellbelow the median at 24 per cent. The figures mask private and public sector differences. In most countries,public-sector organisations are less likely to have high-flier schemes. In theUK, private-sector usage is at 30 per cent compared with 13 per cent in thepublic sector. Only in Japan, Slovenia, and Tunisia are public and privatesector usage roughly equal. Although many organisations need to consider whether they are planning theirleadership succession effectively, this data suggests that many are not. Ofcourse, employers could be relying on external recruitment or they could bedeveloping high-fliers more informally. A more formal approach will be moreeffective and send a positive message to talented employees about internalpromotion. Gene Johnson is a business psychologist with Interactive Skill Related posts:No related photos.