Managing high‐potential employees: Current practices in thirty‐three U. S. corporations

Derr, C. Brooklyn; Jones, Candace; Toomey, Edmund L.

doi:10.1002/hrm.3930270302

Cited by 81 publications

(43 citation statements)

References 7 publications

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…);Pepermans et al (2002);Rausch et al (2001) Being a responsible person Ability to organize and manageDerr et al (1988);Jones and Spooner (2006);Rausch et al (2001);…”

mentioning

confidence: 99%

The Role of ‘High Potentials’ in Integrating and Implementing Corporate Social Responsibility

et al. 2011

View full text Add to dashboard Cite

The Samenleving and Bedrijf (S&B) network of Dutch organizations seeks to embed corporate social responsibility (CSR) within business practices but faces challenges with regard to how to do so across various organizational practices, processes, and policies. The integration of CSR demands cultural change driven by senior management and other change agents, who push CSR principles throughout the organization. This study examines the change processes that S&B member organizations have initiated, with a particular focus on the role of high potentials-those persons who have been selected for the fast track into senior management. Interviews with nine S&B organizations document their levels of CSR integration and implementation, the role of senior managers, and the effects of high potentials' competencies on the realignment process. High potentials have the ability and opportunity to act as CSR change agents, but organizations' expectations of their purposes as future senior managers prevented them from doing so. In the existing organizational cultures, leadership focused on economic success, and the CSR implementation process had just initiated. Therefore, a measure of CSR embeddedness might refer to the performance measurement and expectations of high potentials as potential CSR change agents.

show abstract

“…);Pepermans et al (2002);Rausch et al (2001) Being a responsible person Ability to organize and manageDerr et al (1988);Jones and Spooner (2006);Rausch et al (2001);…”

mentioning

confidence: 99%

The Role of ‘High Potentials’ in Integrating and Implementing Corporate Social Responsibility

et al. 2011

View full text Add to dashboard Cite

show abstract

“…In an effort to improve the management of change and growth, many organizations offer in-house seminars and nondegree short courses tailored to specific needs (Derr et al, 1988;Heisler & Benham, 1992). Typically the goals of these programs include further development of management skills and broadening one's perspective; however, an increased emphasis on understanding the international aspects of business and its cultural challenges (Heisler & Benham, 1992;Vicere, Taylor, & Freeman, 1994) has occurred.…”

Section: Company-sponsored Specialized Trainingmentioning

confidence: 98%

“…Training sessions and in-house seminars designed to enhance employee skills for the current job or to ''fix'' perceived deficiencies compose the bulk of traditional learning activities (Derr et al, 1988;Heisler & Benham, 1992). These programs typically address specific current or near-term needs, such as changes in policy, products, or procedures (Vicere, et al, 1994), or they assist individuals who are underperforming (Hannum, 2009).…”

Section: Learning Engagementmentioning

confidence: 99%

“…Typically the goals of these programs include further development of management skills and broadening one's perspective; however, an increased emphasis on understanding the international aspects of business and its cultural challenges (Heisler & Benham, 1992;Vicere, Taylor, & Freeman, 1994) has occurred. The perceived benefits of these programs include addressing specific needs, such as improving an organization's culture, building teams, internal networking, providing a discussion forum or idea exchange (Vicere et al, 1994), and intensive interaction with peers (Derr et al, 1988).…”

Section: Company-sponsored Specialized Trainingmentioning

confidence: 99%

“…In a study conducted by Derr, Jones, and Toomey (1988), 84% of firms offering management development programs use job rotations and temporary assignments as primary tools for development. Both provide a macro view of the organization, and its business environment and strategy, in preparation for top management positions (Burke, 1997).…”

Section: On-the-job Experiencesmentioning

confidence: 99%

See 2 more Smart Citations

The correlates and influences of career-related continuous learning: Implications for management professionals

Kuznia

Kerno

Gilley

2010

Perf. Improvement Qrtly

View full text Add to dashboard Cite

References

2015

The Center for Creative Leadership Handbook of Coaching in Organizations

View full text Add to dashboard Cite

Managing high‐potential employees: Current practices in thirty‐three U. S. corporations

Cited by 81 publications

References 7 publications

The Role of ‘High Potentials’ in Integrating and Implementing Corporate Social Responsibility

The Role of ‘High Potentials’ in Integrating and Implementing Corporate Social Responsibility

The correlates and influences of career-related continuous learning: Implications for management professionals

References

Contact Info

Product

Resources

About