As talent markets get tighter and the world becomes more connected, a major new trend has emerged from our research: the need to improve internal talent mobility to move people among jobs, projects, and geographies more effectively. This year, internal talent mobility has become a C-suite-level topic, with 76 percent of our survey respondents rating it important, and 20 percent rating it as one of their organization’s three most urgent issues. For many organizations, their biggest potential source of talent is to access the enterprise’s own workforce and internal talent market. Surprisingly, however, that market is often undervalued and even overlooked, and many organizations find it amazingly difficult to access. In fact, it is often easier for employees to find and move to new roles in new organizations rather than remain with their current employer.
The shift toward flatter organization models also creates a greater need for internal mobility. As organizations start to operate in teams and networks, managers are realizing that open access to the diverse skillsets, backgrounds, and experiences held by the organizations’ own people is essential for success. This is difficult in today’s work environment as most organizations are modeled around hierarchical structures where people enter at the bottom and spend years working their way up to increase their influence, impact, and rewards. Organizations have spent decades building career and promotion models to help people move up the pyramid, but this is not the same thing as having a vibrant, easy-to-navigate internal mobility market and culture across the entire organization. What’s more, incentives are rarely set-up to encourage hiring from within and there is often resistance from managers.
Internal mobility is a driver of growth in today’s digitally powered, highly competitive global economy. The numbers tell the story. When we looked at the fastest-growing organizations (those growing at 10 percent or more compared to the prior year) in our survey, they were twice as likely to have excellent talent mobility programs as organizations that were not growing at all, and more than three times more likely than organizations whose revenues were shrinking.
Internal mobility, in short, can be a major source of critical talent and competitive advantage. To do it well requires investment and a focus on culture, infrastructure, and incentives—but it is an investment well worth considering for leaders looking for ways to bridge the talent gap. In an economy where outside talent is becoming more and more difficult to find and attract, looking within can make the crucial difference between struggling and succeeding.
Should you wish to have more information on talent mobility, you can read the full article at: https://www2.deloitte.com/insights/us/en/focus/human-capital-trends/2019/internal-talent-mobility.html or contact Karine Pontet, Director Operations Excellence and Human Capital Advisory (email@example.com).
To access the full 2019 Human Capital Trends report, please download it here: https://www2.deloitte.com/lu/en/pages/human-capital/articles/human-capital-trends-2019.html#1
Look out for our next article “Future of HR: HR cloud” to understand how organizations can improve their workers’ digital experience through integrating cloud-based systems with other enabling technologies.
Article by Deloitte Luxembourg
Publié le 08 juillet 2019