Chapter IV: Structuring Job Challenge to Speed HIPO Skill Acquisition 109

Crucible Roles (Strategy #2)

Headquartered in Vancouver, British Columbia, Methanex Corporation produces
and markets Methanol.
The company generated $236.4 million in revenues in fiscal 2004; its employees number
approximately 730.

Description
Methanex regards time in crucible roles as a highly valuable asset, planning HIPO moves into roles well
in advance, and managing for their exit to free positions for future HIPOs even as HIPOs first move into
crucible roles.
Goals
To ensure that as many HIPOs as possible get to benefit from the unique development impact afforded by
crucible roles, Methanex plans HIPOs move into roles well in advance and manages for their exit to free
positions for future HIPOs.
Key Differentiating Feature
Given that the company has only few crucible roles to offer its HIPOs, Methanex maximizes the learning
impact of the roles across its HIPO population by rigorously arranging for HIPOs entrance to and exit from
the roles.
Results
Through crucible roles, Methanex successfully develops its high-potential talent, leading to an 85% internal
fill rate for senior positions and high retention of HIPO talent. Since the inception of crucible roles in 1998,
Methanex has retained 13 of 15 HIPOs.
110 Realizing the Full Potential of Rising Talent (Volume II)
 Chapter IV: Structuring Job Challenge to Speed HIPO Skill Acquisition 111

With only six crucible roles across the entire organization, Methanex encounters challenges providing crucible roles
for HIPOs who are ready for them. To ensure the company can match the right people with the right role at the right
time, the company plans HIPO moves to crucible roles well in advance and immediately begins planning HIPOs
transitions out of crucible roles to free the roles for future HIPOs. To ensure that HIPOs extract the maximum
learning value from crucible positions, Methanex rigorously assesses HIPOs performance during their time in role;
the company removes HIPOs whose performance and potential fall short of expectations and limits HIPOs tenure in
crucible rolestypically between two and four years.

Finite Resource
Methanex reserves scarce crucible roles for top talent, planning
their exit well in advance to free positions for future HIPOs
Methanex HIPO Crucible Role Placement Strategy

Post Crucible
Role Position

Crucible Role*
Director,
Manufacturing

Future HIPOs HIPO HIPO

HIPO Movement into Crucible Roles
Identify suitable crucible role for the HIPO
1218 months in advance of move
Execute needed job movestypically three
to five employeesto enable placement of
HIPO in the crucible role
Determine two to three potential positions
for HIPO after crucible role
Establish expectations for immediate high
performance in new role
HIPO Movement Out of Crucible Roles
Rigorously assess performance during
HIPOs two to four years in role via
quarterly formal performance reviews and
executives assessments, to determine
continued qualification for high potential
designation, and for exiting non-HIPOs
from role
Finalize selection of HIPOs next position
following crucible role 612 months
in advance of move
Execute needed job moves to enable
placement of HIPO in next position

Accelerated Careers
Because Methanexs executive team strongly believes in the power of key jobs to accelerate high-potential employees
careers, we are willing to make the often painful organizational structure changes that allow us to place HIPOs in
these crucible roles. Its not always easy to do, but the returns in terms of HIPO development justify the required
investment: We fi ll 85% of our senior positions internally, and we have retained 13 out of 15 HIPOs who have held
crucible roles.
Marilyn Duggan
Director, Human Resources
Methanex

* Crucible roles at Methanex include Director of Investor Relations, Director of Manufacturing, Source: Methanex Corporation; Corporate
Director of Marketing and Logistics, Director of Corporate Development andwhen Leadership Council research.
business needs justify a dedicated resourceDirector of Strategic Planning.