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In large organizations, the identification and development of high-potential employees (“hipos”) is a structured, well-planned process. These individuals are recognized as future leaders and critical contributors to the company’s success. However, as many HR professionals will tell you, getting managers to fully engage in the development and mobility of these high-potential employees can be a challenge.

Managers often recognize the value hipos bring to their teams but may resist supporting their growth if it means disrupting the status quo. This resistance, while understandable on some level, can create significant issues for both the development of the hipo and the broader success of the organization. Let’s explore why managers might be reluctant to let go of their high potentials and how HR can leverage data to convince them that supporting internal mobility is in everyone’s best interest.

The Manager’s Dilemma: Development or Control?

High-potential employees often have higher expectations of their leadership. They seek regular feedback, stretch assignments, and opportunities for professional growth. This naturally creates additional work for their direct supervisors, who are tasked not only with managing the day-to-day operations of their teams but also with supporting the development of these top performers.

In many cases, the effort a manager invests in developing a hipo is more than compensated for by the hipo’s contribution to team success. After all, hipos are typically high achievers who can drive projects forward, solve complex problems, and innovate in ways that elevate the entire team. When a high-potential employee excels, it reflects positively on the manager as well.

However, this mutually beneficial relationship can become complicated when internal mobility comes into play. Hipos need new challenges and experiences to continue their development, and sometimes the best opportunity for growth exists in another department or business unit. This is where some managers begin to resist.

Why Some Managers “Hoard” High Potentials

When a manager has a high-potential employee on their team, it can feel like they’ve won the talent lottery. Hipos often go above and beyond in their roles, and their presence can make the manager’s job significantly easier. As a result, some managers are reluctant to let these employees move on to other areas of the business, even if doing so would significantly contribute to the employee’s development and the long-term success of the organization.

This behavior—often referred to as “hoarding” or “hiding” talent—occurs when managers prioritize their own short-term team success over the broader goals of the company. They may fear that losing a hipo will cause a dip in team performance or reflect poorly on their leadership. Suboptimization happens when managers look at their own success in isolation, without considering the overall health of the organization.

For HR professionals, this presents a difficult challenge. On one hand, the goal is to support the development of high potentials and ensure they have access to the experiences and opportunities that will allow them to grow. On the other hand, HR must also respect the concerns of managers who may be understandably hesitant to disrupt their team dynamics by allowing a top performer to move on.

HR’s Role: Convincing Managers to Support Mobility

As HR professionals, whether you’re a business partner or a talent development specialist, it’s your job to facilitate these internal moves and ensure that high-potential employees are given the opportunities they need to thrive. This isn’t always easy — convincing a manager to let go of a high performer requires a combination of diplomacy, persuasion, and, most importantly, data.

One of the most powerful tools you can use in these discussions is a data-driven approach. When managers see clear evidence that internal mobility leads to positive outcomes for both the individual and the organization, they’re more likely to be convinced. This is where HR can truly shine by bringing relevant, compelling data to the conversation.

Using Data to Drive the Point Home

Let’s consider an example that highlights how data can make a difference in these conversations.

In a recent analysis across 10 business units, we tracked the internal mobility of high-potential employees and its impact on hipo retention. The data showed a clear correlation: business units that allowed more than 20% of their high-potential employees to move internally had significantly higher retention rates among their hipos. By contrast, the three business units that allowed less than 20% of their high potentials to move internally suffered from much higher rates of regretted attrition.

In these units with low mobility, hipos were leaving the organization at a much higher rate, resulting in a loss of valuable talent that could have otherwise contributed to the company’s long-term success. The impact of this regretted attrition was twofold: first, there was the direct financial cost of losing high performers—replacing a top employee can be expensive, especially when you factor in recruitment, onboarding, and the loss of productivity during the transition period. Second, there was an indirect impact on the engagement of remaining hipos, who may become demotivated if they see a lack of opportunities for advancement.

In a chart that visualized this multi-metric data, it was clear that the business units with low internal mobility were paying a steep price in terms of talent retention. This kind of visual representation helps managers see the connection between their actions (or inactions) and the broader business impact. It’s one thing to hear that keeping hipos in place can lead to higher turnover; it’s another to see the numbers laid out in a compelling, data-driven format.

Financial Impact: Why It Matters

At the end of the day, many managers—especially those focused on their immediate business results—are motivated by numbers. When you can show that losing a high-potential employee has a significant financial impact, you’re speaking their language.

The financial cost of losing a hipo doesn’t just come from replacing them; it’s also the cost of lost productivity, potential innovation, and the indirect cost of lower engagement among remaining employees. In the case of our example, the business units with low internal mobility were experiencing not only higher turnover costs but also lower overall engagement scores among the hipos who remained. This led to a vicious cycle: as more hipos left, those who stayed became increasingly disengaged, which in turn led to even more regretted attrition.

By presenting this data in a way that highlights the financial impact of internal mobility (or lack thereof), HR can help managers see that supporting the growth and development of their high-potential employees isn’t just the right thing to do—it’s a smart business decision.

Conclusion: Leverage Data to Change Behavior

Convincing managers to support the internal mobility of their high-potential employees isn’t always easy, but it’s a critical part of fostering talent and ensuring long-term organizational success. By leveraging data to show the clear correlation between mobility and retention, as well as the financial impact of losing top talent, HR professionals can make a compelling case for change.

The next time you’re faced with a “hoarding” manager, remember that data is your ally. Use it to demonstrate the benefits of internal mobility, and don’t hesitate to show the potential costs of standing still. In the end, the success of your high-potential employees—and the organization as a whole—depends on it.

Want to Learn More?

Interested in using data to drive better talent decisions? Join one of our Nuggets or check out our “Upskilling” offering for insights on maximizing the impact of people management in a data-driven way.

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