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Talent Management

Internal mobility (IM), the movement of employees across different roles and opportunities (e.g., projects, assignments, etc.) within an organization, is a critical component of talent management. However, as noted in this new article by Josh Bersin, IM remains an underutilized talent strategy in many organizations despite its well-documented benefits. While several factors detract from IM, one that I have written about heavily and which Josh also addresses in his article is talent hoarding— managers’ tendency to prevent or discourage their best employees from pursuing internal opportunities. Although talent hoarding may appear to offer short-term benefits to managers, it hinders their ability to attract internal talent in the long run. For example, recent research published in the Academy of Management Journal shows that managers who frequently help to support the career development of their direct reports attract a greater number of high-quality and functionally diverse internal applicants. Since talent hoarding is only one of several barriers to IM, I am resharing my one-page template of six non-technological barriers to IM, such as unnecessary processes that slow down the placement of internal talent (i.e., hiring managers often have to go through more steps in moving internal talent than they do in hiring external talent). What barriers to IM can your organization begin to remove?