Taking extra steps to facilitate internal moves before needing to make redundancies also helps protect your organisation’s employer brand and can drive positive employee satisfaction ratings on sites such as Glassdoor.
Improve employee engagement and retention
Talented employees who don’t see opportunities for growth and development with their current employer won’t hesitate to look elsewhere for work. Without career development resources and opportunities for internal talent mobility, your organisation may risk losing top talent. Conversely, by enabling internal talent mobility, your company can retain top employees and boost engagement by up to 30%, according to Deloitte.
Empower employees to grow their skill sets
Data from McKinsey projects that as many as 375 million workers – or 14% of the global workforce – will have to switch occupations or acquire new skills by 2030. You can support the long-term employability of your workforce by encouraging them to take on new roles or temporary assignments. With this approach, employees are more likely to meet their goals and close skills gaps efficiently – promoting both your success as a business and individuals’ long-term employability.
Drive ongoing agility across your organisation
While at this time last year, nobody could have predicted the widespread impact of the global pandemic, organisations with an agile approach to their workforce are better equipped to navigate disruption in any circumstance.
By taking a deliberate approach to talent mobility and enabling smooth internal transitions – whether to new roles, teams, projects, or gig work – you can support a growth mindset across your organisation that is so critical to agility.
Creating a culture of internal talent mobility
Maintaining a strong culture of internal mobility isn’t just about posting positions on an internal job site. To be a truly agile organisation, it’s important to make internal talent mobility a priority by developing a culture that encourages talent sharing across all levels and departments.
This includes setting expectations with managers that their teams are impermanent and helping them recognise the value of making talent visible and mobile throughout the organisation. Maintaining a talent sharing mindset is in everyone’s best interest.
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