Do you have an established process that enables you to drive talent brokerage/mobility across your organization? If yes, please answer any of the following applicable questions. What are the key drivers, initiatives and/or functional areas that align to your practices? Are there any technology/AI solutions incorporated with your processes? What are some of the challenges encountered in either standing up a practice or driving brokerage/mobility moves? Are there different processes or approaches in place to encourage employee-driven moves (e.g., applying for postings) vs planned talent moves?
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HR Manager in Banking21 days ago
My organisation is interested in this very same thing. Most of the time the mobility is informal and reactive. We'd like to be more proactive and enable mobility for talent that are ready for a move. We are aware of one formal rotation program that involves swaps between two individuals. If anyone has any experience to share in this, I'd like to connect.Director of HR17 days ago
We do, and we feel it's been very successful, particularly in areas where developing your own talent/skills is really important - so engineering, commercial skills, support functions where understanding the broader business adds real value, etc.No specific technology or AI, but a really well designed mobility process that's built into the business so it becomes a regular part of any conversation about short term problems or solutions.
We didn't have this problem because it was so well understood as a benefit to the business, but I know that letting good people go can be difficult - and it is definitely an expensive undertaking.
We didn't go for employee driven - in fact, when that did happen (because mobility was clearly something we were open to), it often wasn't something that we felt added value, but we sometimes ended up paying something towards. It was always company and development driven - it had to achieve both those aims.
Head Talent Development in Software16 days ago
We have a well-defined talent mobility process and policy in place across the organization. Internal talent mobility and resource fulfillment (IRF & IJP) are strategically planned through workforce planning and demand forecasting. Key business factors, such as budget, headcount, new wins, account expansions, and revenue gross margin, are considered to accurately predict talent demand.Key drivers for fulfilling this demand include Internal Job Postings (IJP), Internal Resource Fulfillments (IRF), and Manager+ fulfillments. For IJPs, employees who have completed 18 months in the organization are eligible to apply, clear the interview process, and move into the new role. IRFs track any open positions filled internally through upskilling or account movement, without the 18-month eligibility requirement, as these are driven solely by business needs. For Manager+ roles, internal mobility is used to address larger scopes of work or fulfill open demands.
These KPIs are carefully monitored as part of our internal mobility and IRF percentage metrics. Best practices include promoting IJPs through internal communications, HRBP connects, and the talent review process. It’s also important to ensure managers maintain an open mindset, allowing talent to move seamlessly across projects and avoiding talent hoarding. Happy to discuss further.
HR Manager11 days ago
Yes, we have an established process/policy as it relates to internal mobility which includes the following:- Which positions within the organization must be posted for employees to review and apply (most positions are required to be posted – only exceptions are specific succession planned roles and short-term assignments)
- Tenure requirements for employees wishing to apply (this ranges anywhere from 12 to 24 months depending on the type of role they are currently in)
- How long positions need to be posted internally (roles must be posted for a minimum of 7 days to allow employees enough time to review the opportunity and apply – the organization can interview candidates during this time, but no decisions can be made until this period is up and all qualified candidates have been reviewed).
- Which employees need to be reviewed by the Hiring Manager (all qualified employees must be reviewed)
- When in the process their current management team is notified that an employee is looking for a new role (this happens at the point the employee is selected for an interview, but the notification does not go to their direct supervisor, it goes to the manager of their function)
- How employees who interview for a role receive feedback (all non-selected employees must be given verbal feedback from the Hiring Manager on why they were not selected, including some constructive feedback on what they could do to be better qualified for the role in the future)
- Expected transition time between roles (employees need to be released within 30 days for their new role)
In terms of challenges, we still struggle with:
- Hiring Managers not wanting to post positions because they have someone in mind that they would like to fill the position
- Hiring Managers not wanting to review all of the employees who have applied for a role (because they have someone in mind)
- Hiring Managers not delivering the necessary verbal feedback to non-selected employees.
- Organizations trying to stop employees from applying for a new role (we do have a formal process in place where the organization can do this in cases where the employee moving would put a project at significant risk – however this period of time needs to be defined and the organization needs to be actively working to enable the employee to move as soon as possible)
We don’t use any AI in our processes now – employees are able to see posted roles and apply via SuccessFactors, our ATS.