In the latest episode of We’re Only Human, I explore talent mobility and its applications in the workplace. Talent mobility is the practice of using internal talent to fill temporary or permanent roles.
Unlike succession, which is typically a top-down approach, talent mobility takes into account the interests and aspirations of employees. As a talent practice, the idea of talent mobility isn’t necessarily new. However, there is renewed interest in the topic due to some interesting trends covered in the podcast, including changes in career longevity, employee ownership over career paths and work tasks, the gig economy, and challenges with sourcing high performers.
In addition, I examine some case studies and examples of companies that are doing interesting work with talent mobility, including World Bank Group, Chipotle, and Hootsuite.
Listen to the show on the show page HERE or using the widget player below, (Email and RSS subscribers click through)
For more information about Talent Mobility you can check out my presentation on Slideshare: http://www.slideshare.net/beneubanks/talent-mobility-the-key-to-engagement-retention-and-performance
As a reminder, you can subscribe to We’re Only Human and all the HR Happy Hour Podcast shows on iTunes, Stitcher Radio, and all the major podcast player apps – just search for ‘HR Happy Hour’ to subscribe and never miss a show!
I realized this weekend that I didn’t let you guys know about a free webinar I’ll be doing tomorrow with RecruitingBlogs. If you’re interested in joining me for the session you can sign up here.
Talent mobility. If you’re not familiar with the term, it’s the practice of using internal talent to fill roles as well as creating new paths and opportunities for your staff. It has a whole host of impacts and benefits.
- Recruiting: instead of immediately looking externally for talent, you consider your internal talent inventory to determine if you have someone you can move into the role.
- Retention: by using internal staff for filling positions, you increase retention and drive satisfaction for career-minded employees (this used to be Millennials, but I’ve heard stories of all types of workers fitting this bill).
- Learning and development: instead of putting someone in a class, you give them an experiential/social learning opportunity by plugging them into a new environment.
In the webinar I will be talking about some companies that have made talent mobility a priority, from Chipotle to Hootsuite and World Bank Group to Tata Consultancy Services. Each case study tells a slightly different story, and I’m excited to share those examples.
In addition, we’ll look at some different sources of research on the topic that allow us to dig deeply into why this talent process matters. The research I’m doing these days around gig workers and the talent economy (I’ll be sharing some info on this in my next post) points to the fact that people want more control over their own careers and development. With that in mind, giving them flexible opportunities to contribute, grow, and develop just makes sense if we want to not only engage them, but keep them long term.
If that sounds interesting, I’d love to have you join. I try to make my webinars fun and entertaining (lots of stories) while still giving you some actionable takeaways.
Body Movin’: Why Talent Mobility is King of Retention
The Talent Mandate: Why Smart Companies Put People First by Andrew Benett
I have learned that based on my own interests and daily work, I am eager to consume just about anything I can find related to talent management. When I got this review copy, I dove in and while it’s been a while coming, I finally had time to put together a review of this excellent resource.
Things I liked
- Show, don’t just tell. Stop saying, “People are our greatest asset!” and actually demonstrate how it’s true. Actions speak louder than words.
- Make culture a priority. “There is something strangely intangible about culture, something that can be felt but not always articulated.” In other words, culture is what happens when you are not looking. So how do you embed that into your organization? Codify what is important. Form a “Culture Corps” to define why people like working for the organization, what the organization and people aspire to be/achieve over time, and reinforce both.
- Always be asking three critical questions: is the culture grounded in values, does the culture promote cohesion, does the CEO make culture a top priority? If the answer to any of those is “no,” then you’re going to face difficulties in maintaining the best culture for the organization.
- Consider a “manager detox.” New managers at Rackspace are required to undergo a three day training to “un-learn” outside thinking to avoid polluting the new environment. We’ve all run into “that’s how we did it at my last job” situations, and many of those with questionable results. This process helps to overcome those potential conflicts.
- “Be comfortable with what you don’t know.” The best ideas come from a team, not just from a single executive. Every employee wants to make an impact, so give them a chance!
- Hiring for agility as a competency. This means looking for strong thinkers who can apply their knowledge to different types of business problems. Agile leaders focus first on big picture and then on how their piece will contribute to that. Dave Ulrich provides a model describing four types of agility: learning (curious, finds simplicity in complexity), people (self-aware, makes other succeed), change (likes to experiment), results (flexible in ideas, works well in teams). The bottom line: find someone with those traits and you’ll have an excellent example of an agile leader on your hands.
If you’re also looking for ideas and tips on talent management, then I encourage you to check this book out. I think you’ll learn a few things, see some old concepts in a new light, and challenge yourself and your organization to be better at managing talent overall. The Talent Mandate is a great book. Click here if you would like your own copy.
One of the common topics around the HR and recruiting space is talent. How to find it, recruit it, motivate it, retain it, and (at times) get rid of it. Poaching talent is a fact of life. If you get one of those great people to agree to come work for you, there’s only a matter of time before they are courted by another employer.
One thing we don’t really ever consider is the other side of the poaching equation. I saw this funny comic the other day and just had to share. Stuart at 1.00 FTE is a funny guy and this comic ranks up there with my daily Dilbert addiction.
Source: 1.00 FTE
Wow. That’s all I can say about the recent NASHRM September workshop event. Doctor Daniel Crosby shared some amazing insights based on his background in both clinical psychology and business consulting.
In another great gesture of generosity, he offered to let meshare his presentations with you. The slides are found at the links below.
Talent Selection: Lessons from the Chaise Lounge
Depth Leadership: Leading from the Inside Out
I know it’s not the same as being there, but maybe it’s an incentive to reach out and learn more about these topics!