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As work becomes increasingly unpredictable, organizations are turning to flexible work models to deploy internal talent where and when needed. Many are using internal talent marketplace technology—a topic I wrote about in my book chapter, Enabling Strategic Workforce Planning Through Skills, Artificial Intelligence, and Internal Talent Marketplaces, in Strategic Workforce Planning: Best Practices and Emerging Directions (The Society for Industrial and Organizational Psychology Professional Practice Series, March 29, 2024)—to enable this capability. A new article in The Wall Street Journal highlights how Standard Chartered—where 60% of employees use an internal marketplace to take on short-term “gigs” beyond their job descriptions—has generated over $8.5 million in value since launching its platform in 2020. These projects, which might otherwise have stalled due to hiring delays or resource gaps, allow employees to spend up to eight hours a week building new skills and networks. As Tanuj Kapilashrami, Chief Strategy and Talent Officer, explains, the goal is to view employees “as a collection of skills,” not fixed roles—a mindset that supports faster AI adoption, agile deployment, and stronger retention. To help enable greater internal mobility, I’m resharing my one-page sheet on nine internal mobility barriers to overcome, along with my one-page diagnostic with 10 reflection statements to assess a talent-sharing mindset.
