Potential analyses provide information about abilities of employees, future events, methods or organizations.
Due to that the analysis of the branch of production, the financial sphere, the research & development and the human resources is differentiated.
The Potential Analysis in human resources is pioneering as a part of a goal- and future-oriented talent management.
Nowadays transparent career paths and conveying processes are more important than solely high wages.
Talents or "high potentials" need to have a professional perspective, otherwise they will leave the company they are working for or even the country.
Using potential analysis, companies intend to achieve the optimal fit of individual – job and organization.
In addition, the company's future competitiveness and efficiency should be improved as well as the attractivity as employer in the mentioned “war for talents”.
In the following features which have to be fulfilled to ensure a qualitative and professional implementation of potential analysis in Human Resources are pronounced.
First of all Human Resource managers should combine various methods to identify more specific characteristics and skills of a candidate.
A qualitatively good potential analysis is based on a solid preparation, requiring a certain period of time.
[6] Companies, which ignore the demographic and social changes and do not recognize that their future economic competitiveness and efficiency is based on talented and highly qualified employees, are risk-prone.
Not identifying “High potentials” and developing their skills, leads to an insufficient and unsatisfying succession planning and in the end to failed employee retention.
Employees, who are aware of their competencies and who do not have the possibility to develop those by taking the next step on career paths, will leave a company immediately.
In association with a failed retention and high fluctuation companies are facing enormous costs due to the already mentioned miscast of employees.