Consulting Psychology Journal, Vol 78(1), Mar 2026, 27-48; doi:10.1037/cpb0000277
Despite advances with high-potential talent identification, there is a lack of empirical evidence and agreement for how potential should be measured and utilized. Global measures of potential focus on employee advancement to higher organizational job levels. However, these models lack the specificity and foresight to identify lateral moves that may benefit both the employee and the organization. This study was specifically designed to develop and evaluate a behavioral framework aimed at more effectively determining employee suitability for specific and targeted roles. Additionally, it provides a methodology that can be adapted for similar applications in various other organizations. Findings demonstrate support for building a high-potential model that integrates multiple, theoretical constructs and using behavioral ratings to help predict employee readiness for future growth opportunities. (PsycInfo Database Record (c) 2026 APA, all rights reserved)