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The Talent Strategy Group:2025年人才潜力评估报告(英文版)(33页).pdf

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1、2025 POTENTIAL REPORTiT A L E N T S T R A T E G Y G R O U PTHANK YOUWere only able to produce high quality research like the 2025 Potential Report through your support.We wanted this survey to be the largest ever research project on potential and you made that possible!To everyone who completed the

2、survey which was our longest ever in our 15 years of research thank you!Your transparently sharing data provided a research base that allowed us to produce this very thorough report.Thank you to those who sent notes and posts that encouraged participation including David Murray at Confirm,JP Elliott

3、 at Future of HR,Glen Kallas at Camden Delta,Manuela Morelli of Talentum Consulting,Brian Heger at Talent Edge Weekly,Angela Lane,Der-rick Pauly and other that I may have missed.And thank you to the many people who re-shared our posts to their networks!I have always believed that our HR community ca

4、n produce great results when we support each other.This report is an example of that“by us,for us”mindset at work.Thanks again and enjoy the report!Sincerely,Marc EffronPresidentii2 0 2 5 P O T E N T I A L R E P O R TTABLE OF CONTENTSAbout the ProcessThe frequency,depth,guidance and percentage of hi

5、gh potentials identified4About the Definition of PotentialThe models and definitions used to assess potential8Report HighlightsKey data and findings from the 2025 Potential Survey2About this ReportWhat this report is about and why the research was conducted1About Assessments and PotentialThe process

6、es used to assess potential14About the Tools UsedThe tools,grids and labels used to assess potential18About Managing High PotentialsHow compensation and development is used22About CapabilitiesHow the capabiilty to identify potential is built27About EffectivenessThe self-assessed effectiveness of pot

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1. **评估普及性**:84%的组织有定期评估员工潜力的流程,其中81%每年评估一次,平均16.7%的领导者被认定为高潜力人才。 2. **评估工具**:82%使用矩阵工具(如9-box网格),仅20%使用认知/性格测评,38%熟悉组织网络分析(ONA)但仅7%应用。 3. **定义与标准**:89%将“现有角色规模扩大”纳入潜力定义,仅38%考虑个人与未来战略的匹配度。 4. **管理透明度**:仅39%明确告知员工其高潜力状态,仅13%告知其不再被认定为高潜力。 5. **有效性问题**:仅44%的预测准确率,36%认为评估流程有效,仅23%强制培训管理者评估潜力。 6. **发展投入**:60%为高潜力人才提供高管教练,但仅37%拥有正式发展计划,且20%未差异化投入。
高潜识别难在哪? 9-box工具还流行吗? 高潜该不该透明?
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