Building a diverse, robust and competent workforce for UPLB is dependent on human resource managers recognizing individuals with high potential and fiercely advocating their career development once they are welcomed into the fold of the University. It is not enough to simply hire individuals with a high ceiling for growth and then leave them hanging on their own because it is imperative for them to be consistently nurtured, molded, and guided by their immediate supervisors so that they can reach the peak of their potential in the respective positions that they hold. 

With that said, here are some effective actions that hiring and evaluation committees can take to make this happen as they onboard only the best and the brightest from a deep and often overwhelming pool of countless applicants. 

1. Define What “High-Potential” Means: In order to futureproof the University and make sure that the golden standard of honor and excellence is upheld at all times, it is important for those who evaluate applicants to establish precise and concrete standards for those who qualify as a high potential employee and those who do not. The potential for leadership, exceptional performance, adaptability, readiness to take on new challenges, and alignment with the University’s core values and long-term objectives are but a few examples of what may fall under this category.
2. Performance Reviews and Feedback: Regularly conduct performance reviews to assess employees’ current performance and potential. Solicit feedback from supervisors, peers, and subordinates to gain a comprehensive understanding of the employee’s abilities, potential, and shortcomings. This also provides transparency since everyone is on the same page, goals and responsibilities are identified, and employees know what is expected of them thereby establishing accountability.
3. Succession Planning: Incorporate high-potential employees into the organization’s succession planning process. Identify key roles and positions that need strong successors, and work on grooming potential candidates for these positions because the torch needs to be passed to keep the light shining through.

4. Training and Development Opportunities: After the RSA section hires the best and the brightest, the PCSD section should step up to the plate and provide access to training and development programs that target specific areas for improvement and skill-building. They can offer workshops, seminars, mentoring programs, symposia, and other opportunities for cross-functional experiences to help high-potential employees broaden their skill sets, discover new talents, and turn their weaknesses into strengths.
5. Challenging Assignments: Assign high-potential employees to challenging and meaningful projects that stretch their capabilities, unleash their creativity and imaginations, as well as encourage growth and maturity. Give them opportunities to lead teams and initiatives to develop their leadership skills as they grab the reins and take charge. This is where mentorship and coaching come in because it is very effective to pair high-potential employees with experienced mentors or coaches within the organization who can provide adequate guidance, support, and valuable insights they gained through years of experience. 
6. Networking Opportunities: Encourage participation in internal and external networking events and industry conferences because this will expand connections and provide different outlooks, perspectives, and points of view. Networking helps high-potential employees build relationships and learn from others in their field.
7. Performance Incentives and Recognition: Implement performance incentives and recognition programs to reward high-potential employees for their contributions and achievements. This will ignite their passion and give them the drive to go the extra mile as they push harder than the rest of the crowd because they know that high performance leads to bigger  and better rewards.
8. Promote a Learning Culture: Learning never stops in and out of the four walls of the classroom and so it is essential to foster and encourage a culture of learning and progressive development throughout the organization from top to bottom. Encourage employees at all levels to seek growth opportunities and embrace continuous learning to avoid stagnation.

In conclusion, to ensure that high-potential employees succeed in the University for the sake of clients and stakeholders, long-term development plans must be customized to meet their specific requirements and objectives.

Robilynne W. Herrera