Consumer confidence is at 32-month high, and this combined with great summer weather and rising optimism is flowing through to buying decisions.
Roman Rogers, executive general manager, Hudson New Zealand says candidates are now starting to look at their employment options, “so we can expect to see more people movement if this positivity continues”.
The report also looks at organisations’ use of high potential programmes to build employee capability, retain key talent and drive strong business outcomes. Over half of all employers (59.6%) currently have such programmes in place.
Rogers says, although there is some overlap, employers must differentiate between ‘high potential’ and ‘high performance’ employees.
Just over 90% of all high potentials are also high performers, he says. “Yet only 29% of high performers have high potential. This clearly highlights that being focused on high performance alone will deliver short-term results but pose risk in the longer term.
“Identifying talent with high potential isn’t easy. Employees must be judged on their potential ability to perform task they have never done before. In today’s risk-adverse environment this can be challenging, but it is necessary to protect the longer-term talent pipeline of the organisation.”
Hudson has identified four main indicators of high potential: the ability to manage complexity and change; cognitive ability and mental efficiency; personal drive; and relational and cultural sensitivity.
Cognitive ability is the principal indicator across all levels, yet New Zealand employers are using prior performance (22.5%), attitude (19.0%) and career aspirations (13.9%) to evaluate high potential. This suggests there is still some confusion and employers may be missing out on identifying some high potential employees.
