Internal Mobility: Growing Talent That’s Already There

Companies that want to retain valued employees, and have people with the right skills to fill positions as they become available, have to create an environment where internal opportunities are well-publicized and people are encouraged to move around within the organization.

Career management, or talent mobility, that is, the continuous development of people that may or may not have not been put on a track to management, is critical to a company. Changes in technology, new rules and regulations, new business challenges are among the issues that have to be addressed to maintain performance and to keep employees engaged.

In many companies, managers are responsible for the careers of their direct reports. The mechanism most commonly used to monitor and document the career needs of employees is the Individual Development Plan. When the IDP feeds directly into courses, or outside experiences, or other opportunities, it can be a valuable tool for career management and internal talent mobility.

CUX research has shown that many companies create environments that encourage that mobility:

• Intel – practices self-selection for first-level managers
• Memphis Gas & Light – uses a recruiting engine that includes suitability matching that allows employees to test fit for new positions
• CAT – has a globally deployed career management process
• Convergys – maintains experience profiles for 900 key employees