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Matt Smith, Ph.D. SVP, Talent Development Solutions Director
Matt Smith, Ph.D.SVP, Talent Development Solutions Director
Today’s Discussion
Research FindingsIdentifying Talent Mobilizers
Recommendations
Defining Talent Mobility
28 Item survey
435 respondents
16 industries
HR and Executive Leaders
Small, mid, and large organizations
Interviews
About Our Research
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Some Participant Organizations
New dynamics impacting business require hyper-efficient workforce models
Just-in-time employees who are skilled, prepared and ready to move into new roles quickly – internally or externally
Career growth and opportunity for valued talent that fills skill gaps and aligns talent with the organization’s needs
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Current Environment
Lack of Understanding and Prioritization Revealed
One-quarter cannot clearly recognize or articulatewhat Talent Mobility is,
Defining Talent Mobility
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of organizational leaders
nor do their organizations actively prioritize it.
How do you define Talent Mobility?
An integrated talent management process supporting talent movement that hinges on an organization’s ability to effectively understand, develop and deploy talent in response to business needs.
Talent Mobility Defined
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No strategic approach in place to identify future talent needs
Lack of prioritization of Talent Mobility by organizations
Lack of organizational understanding of what Talent Mobility actually “is”
Talent “territorialism” among key stakeholders
Research Findings – Top Challenges
Proactive vs. Reaction Approach to Talent Mobility
56% reactively
Research Findings
• of organizational leaders reported operating regarding talent moves within the
business
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Leaders spend time and invest financial resources into Talent Mobility
Leaders arm employees with resources to capitalize on internal opportunities
Transparency exists around advancement opportunities
Management positions are typically filled from within
Proactive Organizations
1.Understand
Develop
Deploy
Who Are Talent Mobilizers?
current talent and needs
2.Strategically that talent
3.Effectively the talent
Talent Mobility Framework
Non-Mobilizers
26%
Tier I Talent Mobilizers
24%
Tier II Talent Mobilizers
24%
Committed Talent
Mobilizers26%
(3 out of 3 indices)
(0 out of 3indices)
( 2 out of 3 indices)
( 1 out of 3 indices)
Talent Mobilizer Organizations :
12% more likely than other organizations
to report positive revenue growth
81% of Committed Mobilizers report on or
above average revenue growth rates
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Link to Revenue Growth
Which organizational department is primarily responsible for talent mobility?
Question
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HR Business Partners
Recruiting and Hiring
Training and Development
A Combination of all three
Creating a Roadmap
Understand
Organizations that understand their talent often focus on talent mobility as a priority, and actively communicate with employees about their skill sets while also supplying individuals with information and plans about career opportunities.
Creating a Roadmap
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Employees are well informed about open positions
Managers assess existing talent
Leaders invest financial resources into talent mobility
Organizations conduct company-wide talent reviews
Organizations hold regularly scheduled performance reviews
Organizations use talent management software
Successors to key positions are identified ahead of need
“Understand” Behaviors
Develop
Organizations that develop their talent do so by providing and prioritizing opportunities for expanding knowledge and increasing skills, while holding managers accountable for developing employees.
Creating a Roadmap
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Managers responsible and accountable for developing talent
Organization uses career planning
Opportunities for stretch assignments available
Coaching is offered/available
Internal networking is offered/available
Job search/skill development offered if/when downsizing occurs
“Develop” Behaviors
Deploy
Organizations that deploy their talent effectively focus on filling open roles internally and ensuring that employees have the tools they need to move into new and different positions – internally or externally. These companies recognize redeployment and outplacement as critical components of the talent mobility lifecycle.
Creating a Roadmap
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Redeployment considered key component of talent mobility
Outplacement a key component of talent mobility
Dedication and seniority rewarded with opportunities for advancement
Management positions filled internally
Organization focuses on moving job roles/tasks to people best positioned to manage
Organization measures/tracks internal talent moves
Leaders arm employees with tools/information needed to capitalize on internal opportunities
“Deploy” Behaviors
An Example Approach – Career Development
Is your
organization a
Talent Mobilizer?
Discussion
www.lhh.com
Thank You
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Take the Diagnostic: http://www.lhh.com/talent-mobility-diagnostic.aspx
Download the research report:
513.226.3493 (mobile)
Set Talent in Motion: Achieving Success with Talent Mobility
