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Internal mobility—the movement of employees across different roles and opportunities within an organization—is essential for employee development and organizational effectiveness. However, some managers engage in “talent hoarding,” restricting the internal movement of high-performing employees on their teams. Managers typically hoard talent for understandable reasons: they rely on top performers to meet team goals, they’ve invested time in developing these employees, they fear productivity drops if key talent leaves, and they’re often evaluated on team performance rather than talent development. Some managers may also have genuine concerns about whether other parts of the organization will properly utilize their team members’ skills. To help address this, I’m sharing my new one-page diagnostic to help managers identify unintentional talent hoarding behaviors that may impact both career progression and organizational effectiveness. It includes 10 statements for managers to reflect on so that they can increase self-awareness around talent sharing and promote healthier talent management practices. By recognizing and addressing potential talent hoarding tendencies, managers can develop strategies that balance team performance with broader organizational talent needs. If you find value in my templates and worksheets, you will want to get on the waiting list for my new Talent Edge Circle private community for internal HR practitioners, where 90% of my templates are now exclusively shared with our current members!
