The importance of talent mobility in an organisation

As intense competition to recruit the best talent is scaling unprecedented heights, many organisations are now investing their time in looking for renewed methods of attracting, retaining and even developing talent. Some have gone to the extent of promoting their achievements through social media believing it might attract the best talent.

However, very little do these organisations understand that a large pool of internal talent continues to be unrecognised; awaiting their chance to climb up the career ladder. Often, in most large and established organisations, while hiring managers are struggling to find the right applicant externally, the most skilled and competent internal employee might be seeking similar jobs.

According to an online study, over 30% of recruiters scavenge for the best talent externally and consider it an option for company growth and expansion. Nonetheless, this attitude of recruiters can drastically affect the motivation of internal employees, thereby increasing the rate of attrition. Hence, equal weightage must be given to internal talent mobility and succession planning.

So what are the key essentials for a business to have influence over talent mobility at its best?  As talent experts, we have listed out 5 essentials of talent mobility for every established organisation.

  • Having a good insight about talent

A substantial number of companies are incapable of establishing a firm grip on the possibility of mobilising talent as the HR team fails to offer a thorough understanding of talent insights. This is largely due to discrepancies prevalent in the readily-available data and the inability of the HR team to procure unified and factually correct information. In order to enhance the scope of internal talent mobility, it is essential for an organisation to collect critical data to understand the mastery of skills in their employees.

  • Well-structured and planned development paths

The reactive approach to talent mobility by many organisations has led them to manage attrition to a greater extent. Unforeseen loss of best talent and abrupt departmental expansion often causes movement of employees within the company, leaving very little or no room for fitment analysis. Despite the reactive approach to talent mobility, most companies should draft a logically planned talent mobility strategy employed for skilled roles.

  • Reviewing talent

Thanks to the efforts put in by reputed talent consultants, several companies, these days, are in a position to understand the process and importance of reviewing internal talent. However, the downside to this understanding is that most of these companies are struggling to gather insights about employees for the process. This is due to rickety inbuilt HR systems and data capturing techniques. Talent review is profitable only when processes and performances are backed by real-time data.

  • Internal talent mobility culture

For an organisation to sustain itself in the long run, it is crucial that they assimilate talent mobility culture. Many employees quit their current organisations due to lack of reciprocation from their managers and poor career growth. Many established companies have also witnessed the loss of best talent, simply because the internal management politics and rigid communication system do not allow them to pursue the role of their choice. Decision makers need to constantly work towards inculcating the culture of talent mobility within the company. Transparency in decisions and progressive job roles can be the biggest determiners of success in an organisation.

  • Freedom to employees

Companies must provide platforms to employees to search and apply for potential job opportunities of their preference within the company. Employees should have the freedom to choose and approach an opportunity without being questioned or restrained by managers and other superiors. If they are capable enough to handle the role, companies must recognise their potential and promote them. Apart from upward talent mobility, a company must also reinforce the importance of lateral or cross-functional talent mobility to its employees. This will help create diversity and an assortment of career opportunities within the organisation.