This week I moderated a great webinar discussion with Claudine Shacklock from Grab and Matt Collins from Beamery, on the topic of (yes you guessed it) Skills Transformation. They both shared some fantastic insights and perspectives and the ATC have provided the recording for you in the content and articles section below in case you were unable to attend. I’m looking forward to continuing this conversation with Matt at ATC2023 next month.
Also included is a follow up to my ‘HR Tech FOMO week’ – as you may recall my colleague Alastair Schirmer headed to Vegas last week to attend the HR Tech conference and I caught up with him yesterday to debrief. We decided to record the session to share externally in case some of you are interested in hearing his thoughts on the experience, the speakers, vendor trends, new emerging tech and vendors, oh and U2!
The link and password are provided for you below.
This week my mind has turned to the topic of Internal Mobility and why so many companies are still struggling to achieve successful outcomes for their people. My hypothesis is that unlike ‘Talent Acquisition’ and external hiring, there is not always a clear owner of the Mobility strategy and execution teams. It tends to cover many facets of the business and various teams within HR – think hiring teams, succession management, DE&I, Redeployment, learning and development etc.
I have shared a link to a research poll I am running this week to see ‘who owns Internal Mobility outcomes’ in organisations, I would welcome some additional votes – plug plug!
I think there are many companies out there who think they have solved for ‘Internal Mobility’ and ‘Career Development’ by implementing an internal jobs portal so there is at least visibility of opportunities. This couldn’t be further from the truth, there is so much more that needs to be done.
Think Career Pathing, Career Coaching & Mentoring, Opportunity Marketplaces (gigs, projects, secondments, learning), Development Opportunities and Programs, Skills Discovery & Inventory, Skills Gap Analysis, Re-Skilling and Up-Skilling Programs to name a few.
They say it takes a village to raise a child and it also takes a village to develop and nurture careers. That is why the development of a Talent Mobility & Development strategy should be clearly owned with input from a variety of critical stakeholders from the business and enabling functions like HR and Technology.
There should be clear talent priorities and KPIs for the organisation relating to Mobility and Development which our owner and their team will be fully accountable for.
The research house Aptitude released their findings on Internal Mobility earlier this year and found the major challenges to be a lack of communication and awareness, a lack of personalisation, a lack of follow up, a lack of promotion, a lack of recruiter incentives. Many of these challenges relate to the People Leaders in companies which as I mentioned last week are critical to the success of any broader talent strategy. You can review the detail of this research below – I have linked Aptitude’s research library for you where you can find their Internal Mobility report.
I firmly believe that existing ‘Talent Acquisition’ teams have a significant role to play in Internal Mobility execution and by doing so, reduce their exposure to the boom / bust of the economic cycles. However, the ownership and accountability are likely to sit elsewhere in the organisation because of the broader stakeholder group at play.
So perhaps this week, consider how your organisation is performing in relation to Mobility and Career Development, seek out the owner(s) and explore what is being planned to develop this critical capability, you never know there may be some wonderful career opportunities in here for you too.
Consider whether you are addressing some of the critical success factors that Aptitude and others, including TQSolutions are suggesting e.g.
In an increasingly skills challenged market, the development of a coherent Mobility & Development strategy and high performing execution arm is mission critical to the competitiveness and on-going success of business.
Recording of this week’s webinar with Grab, Beamery and TQSolutions discussing the move to a world of skills and the impact this will have on business, leaders, and talent functions.
some fantastic research and insights from the team at Aptitude; scroll down to see the ‘New Era of Internal Mobility’ referenced. You will need to provide your name and email to access the content. It’s worth it though!
The case for ‘blind hiring’ and a classic DE&I case study from the world of musician hiring. Who would have thought a piece of carpet would be a game changer!!
Listen to Alastair’s summary of HR Tech 2023 from Las Vegas. He shares his highlights of speaker sessions, new vendors and HR tech trends (and there may be some talk about U2, the Sphere and NFL!)
Password: jThu3%5e
Netflix’s ‘culture of recruitment’ promotional video that shows the importance of the Recruiter / Hiring Manager partnership as well as the ‘Advisory’ component of the recruiter’s role. This video was from a few years ago before the ‘tech-wreck’ but it’s a good reminder of what good looks like between hiring teams and the business.
Claudia Goldin, Nobel Prize, Economics explains her research into the gender pay gap and how it won’t close until we have more equity between heterosexual couples in caregiving and household labour.
Or more specifically, who owns the outcomes of Internal Mobility in your organisation? I would love a few more votes on this topic. It links well with the Aptitude research above, our hypothesis is that there is a lot of confusion in businesses about who actually owns the internal mobility strategy.
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