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Paradoxes in global talent pipelines 121 prevent human capital loss as high performers become less likely to leave. Their favorable performance evaluations function as positive feedback, publicly acknowledging employees’ effort and capabilities (Blume et al., 2009). Moreover, high performers may expect a beneficial future at their current employer, including bonuses, promotions, and salary growth (Blume et al., 2009; Huselid, 1995). Expectancy theory (Vroom, 1964) states that employees are motivated to behave in ways that they expect will produce desirable outcomes. Hence, high performing employees will be less likely to abandon their desirable future whereas low-performing employees may seek better opportunities elsewhere. This inverse relationship between performance ratings and voluntary turnover has been established in general employee populations (e.g., Griffeth et al., 2000; Nyberg, 2010; Trevor, Gerhart, & Boudreau, 1997), resulting in the following hypothesis: Hypothesis 1: Graduate trainees with more positive performance ratings are less likely to turnover voluntarily. 6.3.2 Leadership Potential Leadership potential assessment forms the basis for the exclusive talent management programs with which organizations selectively invest in their most valuable and unique human capital (Dries & Pepermans, 2008; Iles, Chuai, & Preece, 2010; Stahl et al., 2012). Here, a limited proportion of an organization’s workforce – those demonstrating sustained high performance, interpersonal skills, and other competencies – are recognized as having high potential to become the organization’s most likely future leaders, and are henceforth treated as such (Consumer Goods, 2017; Dries, Van Acker, & Verbruggen, 2012; Iles et al., 2010; Shell, 2017). This status frequently comes with additional development opportunities – such as “ fast track ” career progression – whereas non-potential peers do not receive such preferential treatment (Björkman et al., 2013; Dries & Pepermans, 2008; Hausknecht et al., 2009). Favorable leadership potential assessments can decrease turnover. Employees may perceive the high potential label and the consequent organizational investments in their development as long-term organizational commitments in the employment relationship (Björkman et al., 2013; Dries, Forrier, De Vos, & Pepermans, 2014; Dries & Pepermans, 2008; Gelens, Dries, Hofmans, & Pepermans, 2015; King, 2016). Such acts of organizational support fulfill the psychological contract and fuel the desire to remain employed (Allen, Shore, & Griffeth, 2003; Rousseau, 1995). Moreover, the label reflects employees’ leadership capabilities, implies that these are valued by the organization, and that a prosperous future lies ahead (Gelens et al., 2015; Dries et al., 2012, 2014). Additionally, high potential status may increase employees’ visibility in the organization, providing a career advantage. In light of expectancy theory (Vroom, 1964), favorable assessments could thus incentivize trainees to stay, leading to the following hypothesis: Hypothesis 2a: Graduate trainees with more positive leadership potential ratings are less likely to turnover voluntarily.