High Potential Talent: Find the People You're Missing

Our model, your framework

Our validated potential model, scored against your leadership framework so the language and the output are aligned to your usual talent review process and nothing needs to be translated first.

Potential dashboard

A heat map of the whole cohort with every individual underneath it, so you can see where the pipeline is thin, which parts of the business are carrying the potential, and where next year's development budget should go.

Feedback sessions

Debriefs run by us, or by your own team once we have trained them, so feedback does not cap the size of the cohort.

Sharper list

We estimate two in three people on a nomination-based high potential program could be the wrong people. With Saville, one in five.

Nominations become a cross-check
Potential scored, not inferred
The same ratio at 10 people or 200

Wider net

We estimate one in twenty people screened out without structured assessment is a genuine high potential. With Saville, one in sixty.

One completion covers everyone
Operational, people and strategic potential
Run on demand, not annually

Fair by design

The model tests its own data for group differences and suggests changes where any show up. Fairness is checked, not assumed.

Helps build diversity in the pipeline
Tested on an international dataset
Research conducted across 50 countries

Everyone gains

Being told you are not high potential is disengaging. Everyone assessed gets their results back and a conversation tailored to their development.

Results back for every participant
Career direction, not a label
An open, explainable process

~5%

projected reduction in voluntary turnover at larger organizations, against the average tool

1 in 5

people on the program are the wrong people, against two in three on a nomination-based one

Frequently asked questions

The questions people ask before they rebuild a high potential program.

Talk to us Explore Support

How do you identify high potential employees?

By assessing a whole population against a model of potential, then reviewing the results with the people who know the roles. One behavioral assessment completion produces an individual view of potential for each person and a cohort view for whoever owns the program. Nominations become a cross-check rather than the way in.

What is the difference between high performance and high potential?

Performance describes how someone is doing in the job they have. Potential estimates how likely they are to succeed a level up, which is a separate question with a separate answer. Strong performers are routinely promoted into roles that do not suit them, and quiet high potential is routinely missed.

We already use an assessment. Would this change anything?

Probably, yes. With an industry average-validity assessment, we estimate one in three people on your program are not high potential. With Saville, one in five. The difference is predictive accuracy: the potential model is built on ratings of potential rather than inferred from a general personality profile.

How long does it take to run?

Weeks rather than a cycle. One life sciences client assessed 315 employees end to end and had individual reports back in six and a half weeks. Each person completes the assessment in one sitting, and the cohort view fills in as results arrive.

Does this only apply to leadership roles?

No. Potential is scored as operational, people and strategic potential, so expert and specialist tracks are covered alongside management ones. If you are planning succession for named critical roles rather than identifying a pool, start with leadership pipeline.

Find the potential already on your payroll

Tell us the size of the population and what the program has to decide. We will show you what the pool looks like.

Real potential hides in the wrong teams

It all comes from one assessment completion

One completion of a behavioral assessment produces the Leadership Potential Dashboard, scored by our model against your framework.