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Welcome to the November issue of Talent Management Excellence. This month, the focus is on Internal Mobility, Succession & Career Development. Does your organization have an effective process for managing internal mobility?
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With workers remaining at a single post or company for shorter periods, there is less time for organizational leadership preparation, and often, diminished incentive to develop existing staff.
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Talent mobility and development can make the difference between organizational success and failure. Done well, they ensure that organizations have the right people ready at the right time for key roles today and in the future.
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Internal talent mobility, talent development, and career growth journeys are all absolutely in demand right now. People are willing to learn more within their current organization and even their current role.
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Unfortunately, this clearly isn’t an easy thing to do. Companies have been historically bad at selecting the right people for the right roles (According to a 2018 Careerbuilder survey, 46% of all new hires are deemed failures by the 18-month mark).
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The modern definition of career mobility encompasses a broad set of activities designed to give employees opportunities to experience new roles across the organization, not only full-time, but part-time, short-term “gig” assignments and other development opportunities.
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Career mobility is essential for individuals at all levels. Today, each one of us needs to exercise the agility and resilience that stable workplaces did not require. No longer is mobility just about physically moving to another building or town. It’s more than getting promoted.
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With many professionals shifting to remote work during the pandemic, organizations are increasingly turning towards digital tools like automation software to mitigate ensuing workflow disruptions.
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For more than 25 years, I have been advising senior executives to coach them in ways to more effectively manage and elevate their career paths, both as an employee and as a founder of my firm, Shields Meneley Partners.
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Cover Article
