Within progressive organizations, high-potential (HIPO) employees have been the mainstay of many talent management and succession planning system. Their elevated status from the general workforce often is seen as an affirmation of the qualities needed to fill critical leadership positions in the organizational hierarchy.
However, such talent segmentation is also, often thecause of deep misgivings among their peers, and is widely seen as a latent way of rewarding “conformist” behaviors that hinder the “dissentient” nature required to boost innovation for staying relevant in a digital world.
