High Potential Talents and Succession Planning

world-class talent management programs must be consistent with business strategies and be able to create a development echelon of "future stars" who will be the key force driving the organization to the next level. Based on our research, we can identify current stars and ensure that talent transfer will not dry up and will continue.
Ruiwei Consulting believes that a succession planning system that really drives the business must be like this.
Know clearly how to identify high-potential talents and find high-potential talents as soon as possible.
· Scientific design of development plans to accelerate the training of high-potential talents to enable them to be competent for higher leadership positions
Comprehensive leadership development, executive coaching, implementation of personal development guidance and implementation of rotation and promotion policies, etc.
Make full use of the talent pool to enhance talent retention
Improve the operational capability of succession management process
Ruiwei can work with our customers to meet the challenges of succession management and create an efficient succession management process, including efficient identification and evaluation of potential talents at all levels to accelerate their readiness for future leadership roles. There are also relevant concepts, tools and best practices that will be shared with our customers.
Discovering the "hidden" Trinidad horse is increasingly becoming an important challenge for today's enterprise management and human resources departments. Ruiwei is very concerned about high potential talents, especially those who can become leaders. This is also the very unique advantage of Ruiwei.
Many companies, even some leading companies in the industry, have said that there is no clear definition and evaluation standard for high-potential talents. However, more organizations still judge whether employees and managers are high-potential talents based on their past performance and ability performance. However, this is not the case. The research clearly shows that the top performers are not able to take on new responsibilities without humiliating their mission. Some research reports show that up to 71% of outstanding performers are not high-potential talents (Enterprise Leadership Committee, 2005). Interestingly, the research report also found that 93% high-potential talents are also outstanding performers.
Our unique potential measurement tool can distinguish between current performance and future development potential, and can effectively combine the two to identify outstanding employees with high growth capabilities, especially those who may become future leaders.

also need to design specific implementation steps and a series of development, incentive and retention strategies to help them better tap their capabilities, so as to achieve better performance, smoothly lead the team, and become a future leader who meets the requirements of the enterprise and the market.