Why Internal Talent Mobility So Often Fails | Mercer

A core component of an organization’s talent strategy is internal mobility (IM). IM has many definitions but simply put, it refers to the movement of employees across roles and projects within the same company. While IM is a core component of a talent strategy, it can fail to meet its intended result. The reasons for these failures can range from the objectives of mobility programs not being clearly drawn out to selecting the “wrong” people at the wrong times for such programs. Further, organizations often focus on the transactional aspects of IM at the expense of the strategic elements. In this short article, 6 questions are provided that can help organizations address the more strategic aspects of their IM philosophy and approach. They range from the foundational, such as “What role should mobility play in the organization’s overall talent strategy?” to “Are incentives aligned to support mobility, or do they encourage “local” hoarding of top talent?” As organizations continue to refine their talent strategies to adjust to the ever-changing business environment, talent management strategists can use these questions to develop and evaluate their IM initiatives.