Selecting the right candidate when comparing high performers and high potentials is difficult and very dependent on the job, the candidate holds. In this assignment the role “IT consultant” is being used as an example job role to show, which candidate shows better return on investment and which has better future opportunities.
A high performance IT consultant produces faster monetary payoff but has limited development capabilities and will more likely run into mental illness like burnout. A high potential It consultant will not necessarily deliver short term monetary payoff, but because of his future capabilities and better alignment to the customers business, the high potential consultant most likely will generate more profit in future.
High performance consultants are the better choice when planning short term engagements whilst high potentials should be preferred in long term engagements.
Table of Contents
1 Applied Terminology
2 IT Consulting
2.1 History and Vision
2.2 Job Description
2.3 Job Challenges
3 High Performance IT Consultant
3.1 Facing Challenges
3.2 Knowledge and Communication Skills
4 High Potential IT Consultant
4.1 Facing Challenges
4.2 Knowledge and Communication Skills
5 Reasoning
5.1 Delimitation
5.2 Return on Investment
5.3 Compensation
5.4 Conclusion
Objectives and Core Themes
The primary objective of this assignment is to evaluate whether high-performing candidates or high-potential candidates represent the superior choice for IT consulting roles, considering long-term organizational value and return on investment.
- Comparative analysis of high performers versus high potentials in a professional services context.
- Examination of the specific challenges and requirements associated with the IT consultant role.
- Evaluation of financial impact, development capabilities, and potential for burnout.
- Strategic alignment of personnel selection with project duration (short-term vs. long-term engagements).
Excerpt from the Book
3.1 Facing Challenges
The main task of an IT consultant is to deliver billable consulting hours. By definition a high performance IT consultant consistently outperforms colleagues and competitors over time and in a variety of situations. That means as a matter of facts that he has to deliver more billable hours than others by simply working longer. Additionally, in order not to lose future engagements, he must never lack quality of his deliverables. This high stress and expectation level can lead to a psychological burnout.
Summary of Chapters
1 Applied Terminology: Defines the essential professional concepts, including talent, talent management, information technology, consultant, high potential, and high performer.
2 IT Consulting: Provides context on the evolution of IT consulting, job descriptions across various firms, and the general professional environment.
3 High Performance IT Consultant: Analyzes the focus on immediate delivery, billable hours, and the associated risks regarding lack of development and potential burnout.
4 High Potential IT Consultant: Explores the focus on future capabilities, faster learning, and the necessity of management and communication skills for future senior roles.
5 Reasoning: Synthesizes the findings by comparing ROI, compensation expectations, and providing a final conclusion on selection strategy based on engagement duration.
Keywords
IT Consulting, High Performer, High Potential, Talent Management, Billable Hours, ROI, Professional Services, Burnout, Knowledge Transfer, Business Technology, IT Infrastructure, Career Development, Management Consulting, Strategic Planning, Human Resource Management.
Frequently Asked Questions
What is the core subject of this paper?
The paper examines the strategic selection of IT consultants by comparing the characteristics, benefits, and drawbacks of "high performers" versus "high potentials."
What are the central themes of the analysis?
The central themes include the trade-off between immediate monetary payoff and long-term future organizational value, the impact of burnout, and the necessity of aligning talent with project timeframes.
What is the main research question or goal?
The goal is to determine which candidate profile—the high performer or the high potential—provides a better return on investment within the specific context of IT consultancy.
Which scientific methodology is applied?
The author utilizes a descriptive and analytical approach, defining key terms and contrasting the performance and potential attributes against the demands of the IT consulting role.
What topics are covered in the main section?
The main section covers the history and definition of IT consulting, the specific job challenges (e.g., travel, time pressure), and a detailed comparative evaluation of candidate types regarding their knowledge, skills, and ROI.
Which keywords characterize this work?
The work is characterized by terms like IT consulting, high performance, high potential, talent management, ROI, and career progression.
How does the author define a 'High Performer' in this context?
A high performer is defined as someone who consistently outperforms colleagues over time and in various situations, largely by delivering more billable hours through increased output.
Why might a 'High Potential' be a risk for an employer?
There is a risk that a high potential candidate might leave the firm after receiving expensive management training, or they might not deliver the same immediate short-term financial results as a high performer.
What is the final conclusion regarding engagement planning?
The author concludes that high performers are the better choice for short-term engagements, while high potentials should be preferred for long-term engagements.
- Quote paper
- Dominik Heinz (Author), 2010, Selecting the Right Candidate - High Potential or High Performer, Munich, GRIN Verlag, https://www.grin.com/document/190438
