People need new challenges and experiences to grow. They need to be given assignments that they don't yet know how to do. This is particularly true for your high-potential people. What current mangerial job responsibilities can your managers delegate to their employees that would help them grow and develop? This is one way of preparing tomorrow's leaders.
Survey after survey suggests that nearly 95% of employees are unaware of their company's top objectives. And, that's often because an effective process to communicate and track progress against these objectives doesn't exist. So how can your company expect its employee to work toward a shared vision, and deliver bottom-line results if they're unclear what's expected of them? Establish a formal process for creating relevant goals for each employee, and monitoring/measuring performance against company objectives.
By investing in your A-players, affirming and growing your B's, and acting on your C's, you can raise your organization's performance. BTW - ignoring the poor performance of your C-players is not a strategy; it's called being a coward, and it's not fair to your A and B players!
Are you spectating on your true potential? There are two types of people: spectators and participants. When it comes to pursuing your potential, which one are you? Everyday, commit to hunt down your potential!
Talent rarely arrives fully developed. Talent management: acquiring, developing and retaining talent, is not the sole responsibility of HR. HR is more facilitator than owner of talent. In high-performance organizations, every leader throughout the organization is responsible for developing their teams, and grooming the next generation of leaders (with HR's help). If the people in leadership positions in your organization believe that people are the responsibility of HR, then they totally miss the point and you have no chance of becoming a high-performance organization.