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Performance is NOT Potential

Performance is NOT Potential
Mr. Adil Malia – Chief Executive – The Firm, is a veteran HR professional with more than 37 years of experience in the filed of HR. He worked with various organization of reputes like Godrej  & Boyce Mfg Co, G appliance, Al- Futtaim , The Coca Cola co and Essar Group

Mr Malia will help us and make it easy the difference between Performance and Potential. He will also help us with few of the easiest tools and methods to identify and work on Potential of and individual in the session – Potential Performance and Career Development in the event organized by HR Milestone Forum covering such a an important topic on  18th Feb 2018 – Anniversary Event – Kal, Aaj aur Kal – an employee life cycle.

For Registration click 

Strong performance and the results it carries are all well and good, of course, but it does not necessarily indicate that an employee will make a good leader and companies are seriously hurting themselves by failing to differentiate between performance and potential. Mistaking a high-performing employee for a high-potential employee can be costly. If an organization is not able to distinguish between performance and potential, it will have difficulty identifying talent.

           “Performance and potential are not mutually exclusive. People always possess              a combination of both.”

High performers stand out in any organization. They consistently exceed expectations, and are management’s go-to people for difficult projects because they have a track record of getting the job done. They’re great at their job and take pride in their accomplishments, but may not have the potential (or the desire) to succeed in a higher-level role or to tackle more advanced work.

High potentials can be difficult to identify, for two reasons. First, high performance is so blindingly easy to observe that it drowns out the less obvious attributes and behaviors that characterize high potentials–like change management or learning capabilities. Second, few organizations codify the attributes and competencies they value in their ideal employees–which means that managers don’t know precisely what to look for to assess potential. As a result, most managers focus exclusively on performance, and that can be a problem.

              ” When performance is the only criteria employees are evaluated on,high performers                       will be the only ones moving up–and your high potentials will be moving out”



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