High performing employees stand out in any organization, but may be quite different from employees with a high potential. High performance employees get the job done regardless of what the job may be, such as:

·         Meeting Sales Goals

·         Exceeding Work Quotas

·         Defines Standards of Excellence

High potential employees, may resemble a high performer at a glance, but they can just easily be overlooked. Employees with a high potential may be as consistent as a top performer, but they will often come through for the company in the long run, while high performers flounder when the going gets tough. In a short term view, high performance is an important factor, but the long term success of your organization may depend more on developing potential than making use of the ability to work hard. The goal of HR should be to maximize performance while encouraging employees with high potential to expand their field of knowledge and performance.

1.     Continuing Assessments
One recognized problem with the process of annual employee assessments is that they do not take into account the day-to-day abilities of employees. To overcome this, it is more lucrative to perform evaluations in an ongoing manner. One way to do this is to look at weekly trends and performance factors such as job quotas, while another is to institute a continuous evaluation system which rewards performance while nurturing potential.
Using a “points” system is often the most successful method. Employees earn points for performing at or above the accepted standards, while each new level of accomplishment opens the ways for more training, increased responsibilities and a steady path towards more satisfying leadership roles.
Where annual employee reviews have a tendency towards promoting high performance until the employee reaches a point of stagnation in the organization, an ongoing review system offers each employee the ability to move onward and upward without forcing them beyond the realm of their personal zone of comfort and ability.

2.     Allow More Autonomy
Highly performing employees who also have a high potential for growth tend to be more isolated. This type of employee often prefers to work alone or in a small group, focusing on one project at a time and then moving to the next. Self-starting employees of this type can be a boon to your organization if their abilities are properly matched with their potential for growth.
Giving every employee who performs well free rein is neither possible nor beneficial. The consequences of doing so could be disastrous, affecting company morale and leading to a higher rate of turnover. On the other hand, giving more freedom of operation to employees with high potential will help foster a sense of accomplishment and encourage the confidence to strive for more lofty goals. When this method is coupled with continuous employee feedback and performance evaluations, it will be easier to promote high potential employees in a manner that is consistent with their capabilities and goals.

3.     Pairing High Potential with High Performers
The major dilemma where potential and performance are concerned is that employees with a high potential may not perform highly on a consistent basis when they are working outside their preferred role. To get the benefits of both types of employees, it may be more beneficial to the organization if potential and performance are paired off. This allows the high potential employee to increase their role without forcing them into a situation with the pressures and job demands they are not yet ready to face.
It is important to understand that every employee who performs well has a personal goal of taking on more responsibilities. Promoting this type of employee into, for example, a supervisory position could lead to a dissatisfied employee or– worse– disgruntled high performers who feel they have been ignored in their hard work. Pairing the two overcomes this by allowing the high performer to influence the employee with potential while giving a high potential employee the opportunity to hone their management or problem solving skills.

To be successful, every organization has to balance potential and performance. Highly performing employees may not be interested in moving up the corporate ladder, for example, and doing so may lead to the loss of an otherwise key facet of company operations. Similarly, employees with high potential may be suitable for management, but only after honing their performance skills through training and hands-on experience. Given the opportunity, both types of employees can excel at the tasks they are presented with, but only if the differences between potential and performance are recognized and used in an effective manner.