Hiring can be expensive, time-consuming and uncertain. That’s why today’s small and midsize employers need to identify their high-potential employees: those with the ability, motivation and temperament to grow into larger roles. Taking a thoughtful approach to catching and developing these workers can pay off in multiple ways.
Watch out for biases
High-potential employees aren’t always the loudest people in the room. They may be steady performers who quietly solve problems, newer employees who are particularly well-suited to your organization’s mission and culture, or experienced staff members ready for a fresh challenge.
When reviewing your organizational chart for likely candidates, beware of unconscious biases. For example, your first instinct may be to look at younger employees. Although early-career workers may have many years ahead to develop, high-potential employees can come from any age group.
You may also find yourself focusing on staff members who are outgoing, energetic and easy to like. People skills are important for virtually every job, but they might not be the most valuable attributes for the skills gaps you’re looking to address. A winning personality may mask critical shortcomings, too.
Look for clues
Spotting high-potential employees calls for objectivity. Instead of relying on gut instinct, develop a data-based process for evaluating employees’ potential.
If your organization already has a solid performance management system in place — including regularly conducted job reviews — it can give you a head start. (And if you don’t, this is another reason to develop and implement one.) Work with your supervisors to study performance documentation and identify team members who consistently exceed expectations or take initiative.
High-potential employees tend to exhibit certain shared traits. They often request more or new tasks before being asked, demonstrating independence and a strong work ethic. They tend to exhibit positive workplace behaviors consistently, not only when a supervisor is watching. These workers may show ambition by independently seeking opportunities to learn new and more advanced skills. They typically view criticism of their work as an opportunity to improve and act on it rather than take it personally.
In addition, high-potential employees usually bounce back from disappointment and persevere to overcome challenges. They frequently show engagement by asking relevant questions about policies, goals, strategies and assigned tasks. Some act as natural leaders by serving as a source of professional support for colleagues — even if they don’t yet hold a management or supervisory position.
Consider testing
Assessments can add another layer of objectivity to the process. To further guard against bias, consider objective skills tests and validated leadership or behavioral assessments.
Leadership assessment tools can help you evaluate qualities such as decision-making skills, emotional intelligence, communication style, problem-solving ability and readiness to manage others. Meanwhile, employee personality profile tests may provide useful insight into how individuals prefer to work, collaborate, respond to stress and receive feedback.
That said, don’t use such tools in isolation or treat them as definitive judgments about an employee. Be sure any assessments you use are job-related, administered consistently, and carefully reviewed and documented to ensure compliance with employment laws. They’re most useful when combined with performance data, supervisor input and direct observation.
Focus on the individual
After identifying your high-potential employees, train them in the skills they’ll need to flourish and upskill them in the areas where they already do well. Don’t fall into the trap of creating a one-size-fits-all training program. Customize each individual’s career growth plan to reflect that person’s strengths, interests and professional development needs, while aligning it with your organization’s goals.
That’s not to say you shouldn’t develop a formal training program for any position you’re looking to fill or create. But look into other approaches as well. On-the-job training can often be highly motivational and effective for certain types of work. For executive or management roles, rotating a high-potential employee around your organization may not only enable that individual to gain new skills and insights but also help demonstrate whether the person has what it takes to lead.
Mentorships can pay dividends, too, assuming each mentor is willing and able to take on the role. To get the most out of such arrangements, lay out clear expectations and establish a structured framework for interactions.
Make the right move
Cultivating high-potential employees is both a talent strategy and a financially savvy move. When you identify promising people already on staff and focus on their growth, you can strengthen your leadership pipeline, improve retention, support succession planning and get a better return on payroll investment. Contact us for assistance evaluating the financial and operational impact of workforce development.
© 2026 TopLine Content Marketing Team
