Can potential reduce ‘Peter principle’?

Considering, combining performance and potential to find our best leaders
By Francoise Cadigan, Krista Uggerslev, Kasey Martin,
|Canadian HR Reporter|Last Updated: 09/09/2013

Sometimes we wish we could see into the future when it comes to making promotion, training and development decisions.

Which promising employees will perform well at the next level of the organization? Which ones will benefit from training to improve their skills in their current roles, and who should be granted development opportunities to prepare them for more challenging roles?

With training and development budgets averaging two per cent to three per cent of payroll, and the combined direct and indirect costs of failed promotions several times that of base salary, the cost of a poor decision can be staggering.