This archive report was first published on 13 September 2019.
On September 13, 2019, a story was shared about Beryl Okoth, a young professional who was devastated when she was not selected to participate in a talent training programme at her workplace.
She had been a diligent and dedicated employee, having remained loyal to her company even when her colleagues resigned and joined rival companies. However, her employer had different plans, and her closest friend was selected for the programme while she was left out.
Her dream to acquire leadership training had been dashed, and she felt short-changed and unappreciated. Her motivation nosedived, and her productivity was significantly affected.
But Beryl's story is not unique. Many employees feel undervalued when they are left out of such programmes by their employer.
Today, most modern organisations have talent or leadership training programmes, where both internal and external graduates are mentored. These programmes aim to nurture the talents of young, dynamic individuals who demonstrate unique capabilities to lead effectively and influence positively.
However, are talent training programmes always accurate measures of individual capabilities and potential? What criteria do organisations use to select candidates for such programmes?
According to Nicholas Kasidhi, a seasoned talent manager and Head of Talent Management at Diageo Kenya, assessment for a candidate's suitability is often done based on a mix of aptitude tests, interviews, case studies, simulations, and role plays.
He notes that a progressive organisation should have clear selection processes that are underpinned by levels of competency and leadership standards. This is what they use to assess the potential of their future leaders.
But what happens when a graduate fails to live up to their potential? A 2017 survey by Harvard Business Review revealed that 42 per cent of individuals in HIPO programmes 'may not belong there'. Of these, 12 per cent rank at the bottom quarter of leadership effectiveness within their companies.
Business author Elizabeth Uviebinene advises employers to be cautious about overhyping the training programmes, arguing that they do not always return a 100 per cent success rate. She says: 'HIPO programmes can sometimes bring about needless pressure for an employee to follow a predestined path to leadership.'
Uviebinene however admits that failure to be selected to join a talent or leadership training programme usually takes a heavy toll on hardworking young professionals. She says that early success is not a guarantee for long-term or sustainable professional triumph.
