talent mobility: the key to engagement, retention, and performance

Title Of Webinar Goes Here

SUBTITLE GOES HERE

Talent Mobility: The Key to Retention, Engagement, and Performance

MATT CHARNEY

SPEAKER

Principal AnalystLighthouse Research

http://lhra.io ben.eubanks@lhra.io

@beneubanks

Ben Eubanks

Likes• HR/recruiting• Research• Running• Reading• Being a dad (x4) Dislikes

• Celebrities• Jeggings• Seafood• Snark for the

sake of it

Build, Buy, or Borrowtal-lint mō-bil-i-tee (noun) talent practice of using employee talent where it is needed in conjunction with where the employee wants to go (see also: awesome talent practices)

Talent Mobility=Recruiting Gold• Easier to recruit. (#1 demand of Millennials:

career dev opps)• Easier to retain (less recruiting, more golf or

whatever)

Trends

It’s the trends, babyThe average career path:

It’s the trends, babyPeople want control of their own work/career.

It’s the trends, babyGig economy—workers are taking on additional tasks because they want the challenge, the money, or both.

It’s the trends, babyIt’s getting harder to source and recruit high performers in some industries.

It’s the trends, babyWe have like 287% disengagement according to some made up statistics.

Research

My Pet HypothesisMillennials and other workers want development because that’s what they have been sold in the hiring process.

Glassdoor Says89% of Glassdoor users are either actively looking for jobs or would consider better opportunities.

Gallup Says93% of workers that took a new job did so outside their company.

Also, the primary reasons employees look for change is to have the chance to expand their knowledge and use their strengths.

i4cp SaysTalent hoarding is bad for business.

High-performance organizations are more than twice as likely to prioritize the movement of talent, while low-performance organizations are 2.5 times more likely to say the movement of talent doesn’t matter.

Deloitte SaysHigh performing companies have a complex and powerful set of processes which facilitate and enable such mobility to take place rapidly and effectively.

It’s about organizational adaptability to challenges.

My Favorite Behavioral Scientist SaysPeople are 2x as productive when they feel their work has meaning beyond the task at hand. (Dan Ariely)

RolePoint Says

But People Say…

Practical questions + advice

Why Not Prioritize Internal Sourcing? • But… we’ll risk upsetting employees if

they aren’t chosen• But… managers don’t want us snatching

their talent• But… our workforce won’t be diverse

enough

Talent Mobility>SuccessionJust like innovation can be a very employee-driven approach, talent mobility is more powerful than succession because it’s powered by the affected individuals.

Understanding Talent Inventory• Take stock of your talent. • Who can grow into the role? • Who could flex and take it on? • What are your toughest fills? How could internal talent bridge the

gap?

Success Requirements• Culture• Process• Maturity

Dangers of Only Hiring ExternallyDangers of hiring outside and demotivating qualified internal candidates

Why Recruiters are Best Suited

Pro Tip on CultureRemove the stigma of indicating interest in other roles. (This isn’t a bad thing unless it’s your first week on the job. In that case, shut up and get to work.)

Case Studies

Kapost• Tours of Duty• Ask: what do employees see as path? • “Living conversation that is always evolving.”• “It’s not just a desk and a paycheck—it’s a commitment to getting me

where I want my career to go.”

World Bank Group• Talent Marketplace• Started as an L&D initiative• Hiring freeze• Key shift: treating staff as corporate citizens, rather than as

proprietary resources with sole allegiance to their respective units.

Hootsuite• CEO backing• It’s beyond leveling up. It’s about expanding into new skills and

territory. • Stretch assignments: 90 day period, 1 day per week. Reduced job

duties. Learning plans from both managers.

Bechtel• Key practice: finding A players and moving them around every 2-3

years as a development strategy. • Ex: the Chemical Engineer/HR Manager• One of Bechtel’s biggest draws for candidates is this opportunity to

grow through exciting assignments in different areas of the country (or the world).

Chipotle• Pre-Talent Mobility: 52% store manager turnover• Post-Talent Mobility: turnover for salaried managers dropped to 35%;

dropped for hourly managers a whopping 64% (111% down to 47%).• Manager development incentives: bonuses of $10,000 for managers

develop new managers• Paid out $1+ million in people development bonuses in 2010.

US Security Associates• It is a key aspect of the culture to promote these trusted positions

from within, and as a result, the average tenure of senior level managers is 10+ years in position.• For example, one employee started as a uniformed officer and was

recently promoted to Vice President. This employee began his security career 20 years ago and has risen through the ranks from Training Manager to Operations Manager, Branch Manager, District Manager and Vice President of National Accounts.

Tata Consultancy Services• Tata Consultancy Services believes in grooming employees internally

to take up leadership roles. • The CEO, CTO and CFO all joined TCS as trainees.• Employees are encouraged to share career aspirations.

Actionable Takeaways• Verily I say unto thee: • Seek first thine own talent• Coach thy managers • Find/collect data to support thy approach (success of

internal vs external fills)• Go forth and conquer!

@beneubanks Ben Eubanks

Want more?

Email ben.eubanks@lhra.io for a summarized version of the case studies covered in this webinar.