High Performance and Potential System (HiPPS): Developing options for survival in the competitive talent landscape

Abstract

This research aims to study the model and process of talent management for High-Potential and High-Performing System (HiPPS) within the Thai civil service system, amidst the context of the global war for talent, and to assess the possibility of applying the Key Position Approach. The ultimate goal is to propose policy recommendations. The study employed a qualitative research method, conducting in-depth interviews with 25 relevant stakeholders. The findings reveal that the current HiPPS civil service system operates under an inclusive Key People Approach and is not yet functioning as a fully strategic tool. The system's strengths include individual skill development and job rotation to foster systemic understanding. However, it faces three main challenges: a lack of standardized selection criteria, job rotations that are too short in duration for some agencies, and limited career progression pathways. Considering the study's results on the possibility of integrating the Key Position Approach (KPA) into the system, it was found to be highly possible. Implementation should follow a hybrid approach, maintaining inclusiveness in selection and flexibility in attracting diverse talent, but becoming selective in development and retention. The Key Position Approach (KPA) should be applied to development by requiring HiPPS personnel to define a career track linked to the agency’s strategic or critical positions. HiPPS could select a clear pathway, whether executive or specialist. This should be combined with a deep dive rotation in areas relevant to the target position, promoting the role of coaching/mentoring from senior executives, and establishing a fast-track pipeline to executive and specialist positions. Leveraging opportunities in critical assignments as the primary incentive is key to motivate and retain talent within the civil service.