Talent mobility is the practice of leveraging internal talent for projects and other long-term work instead of seeking external talent. This presentation includes case studies from companies such as Hootsuite, Tata Consultancy Services, World Bank Group, and Chipotle.

1. Title Of Webinar Goes Here
SUBTITLE GOES HERE
Talent Mobility:
The Key to Retention,
Engagement, and
Performance

2. MATT CHARNEY
SPEAKER
Principal Analyst
Lighthouse Research
http://lhra.io
ben.eubanks@lhra.io
@beneubanks
Ben Eubanks
Likes
• HR/recruiting
• Research
• Running
• Reading
• Being a dad (x4) Dislikes
• Celebrities
• Jeggings
• Seafood
• Snark for the sake
of it

3. Build, Buy, or Borrow
tal-lint mō-bil-i-tee
(noun) talent practice of using employee talent
where it is needed in conjunction with where the
employee wants to go
(see also: awesome talent practices)

4. Talent Mobility=Recruiting Gold
• Easier to recruit. (#1 demand of Millennials:
career dev opps)
• Easier to retain (less recruiting, more golf or
whatever)

5. Trends

6. It’s the trends, baby
The average career path:

7. It’s the trends, baby
People want control of their own work/career.

8. It’s the trends, baby
Gig economy—workers are taking on additional
tasks because they want the challenge, the
money, or both.

9. It’s the trends, baby
It’s getting harder to source and recruit high
performers in some industries.

10. It’s the trends, baby
We have like 287% disengagement
according to some made up statistics.

11. Research

12. My Pet Hypothesis
Millennials and other workers want development because that’s what
they have been sold in the hiring process.

13. Glassdoor Says
89% of Glassdoor users are either actively looking for jobs or would
consider better opportunities.

14. Gallup Says
93% of workers that took a new job did so outside their company.
Also, the primary reasons employees look for change is to have the
chance to expand their knowledge and use their strengths.

15. i4cp Says
Talent hoarding is bad for business.
High-performance organizations are more than twice as likely to
prioritize the movement of talent, while low-performance
organizations are 2.5 times more likely to say the movement of talent
doesn’t matter.

16. Deloitte Says
High performing companies have a complex and powerful set of
processes which facilitate and enable such mobility to take place
rapidly and effectively.
It’s about organizational adaptability to challenges.

17. My Favorite Behavioral Scientist Says
People are 2x as productive when they feel their work has meaning
beyond the task at hand. (Dan Ariely)

18. RolePoint Says

19. But People Say…

20. Practical questions + advice

21. Why Not Prioritize Internal Sourcing?
• But… we’ll risk upsetting employees if
they aren’t chosen
• But… managers don’t want us snatching
their talent
• But… our workforce won’t be diverse
enough

22. Talent Mobility>Succession
Just like innovation can be a very employee-
driven approach, talent mobility is more
powerful than succession because it’s powered
by the affected individuals.

23. Understanding Talent Inventory
• Take stock of your talent.
• Who can grow into the role?
• Who could flex and take it on?
• What are your toughest fills? How could internal talent bridge the
gap?

24. Success Requirements
• Culture
• Process
• Maturity

25. Dangers of Only Hiring Externally
Dangers of hiring outside and
demotivating qualified internal
candidates

26. Why Recruiters are Best Suited

27. Pro Tip on Culture
Remove the stigma of indicating interest in
other roles.
(This isn’t a bad thing unless it’s your first
week on the job. In that case, shut up and
get to work.)

28. Case Studies

29. Kapost
• Tours of Duty
• Ask: what do employees see as path?
• “Living conversation that is always evolving.”
• “It’s not just a desk and a paycheck—it’s a commitment to getting me
where I want my career to go.”

30. World Bank Group
• Talent Marketplace
• Started as an L&D initiative
• Hiring freeze
• Key shift: treating staff as corporate citizens, rather than as
proprietary resources with sole allegiance to their respective units.

31. Hootsuite
• CEO backing
• It’s beyond leveling up. It’s about expanding into new skills and
territory.
• Stretch assignments: 90 day period, 1 day per week. Reduced job
duties. Learning plans from both managers.

32. Bechtel
• Key practice: finding A players and moving them around every 2-3
years as a development strategy.
• Ex: the Chemical Engineer/HR Manager
• One of Bechtel’s biggest draws for candidates is this opportunity to
grow through exciting assignments in different areas of the country
(or the world).

33. Chipotle
• Pre-Talent Mobility: 52% store manager turnover
• Post-Talent Mobility: turnover for salaried managers dropped to 35%;
dropped for hourly managers a whopping 64% (111% down to 47%).
• Manager development incentives: bonuses of $10,000 for managers
develop new managers
• Paid out $1+ million in people development bonuses in 2010.

34. US Security Associates
• It is a key aspect of the culture to promote these trusted positions
from within, and as a result, the average tenure of senior level
managers is 10+ years in position.
• For example, one employee started as a uniformed officer and was
recently promoted to Vice President. This employee began his
security career 20 years ago and has risen through the ranks from
Training Manager to Operations Manager, Branch Manager, District
Manager and Vice President of National Accounts.

35. Tata Consultancy Services
• Tata Consultancy Services believes in grooming employees internally
to take up leadership roles.
• The CEO, CTO and CFO all joined TCS as trainees.
• Employees are encouraged to share career aspirations.

36. Actionable Takeaways
• Verily I say unto thee:
• Seek first thine own talent
• Coach thy managers
• Find/collect data to support thy approach (success of
internal vs external fills)
• Go forth and conquer!

37. @beneubanksBen Eubanks
Want more?
Email
ben.eubanks@lhra.io for
a summarized version of
the case studies covered
in this webinar.