Talent mobility is the ability to rapidly and strategically move people from role to role and function to function as business needs change. This presentation provides the results of research from the UK and Australia by Taleo Research on the benefits and challenges organisations face in pursuing proactive talent mobility, and the role that strong talent intelligence can play.

1. STRATEGIC TALENT MOBILITY:
CONNECTING PERSONAL
POTENTIAL TO
ORGANIZATIONAL GOALS
Thomas Stone
Senior Research Analyst
TALENT INTELLIGENCE

2. When there is a position to be filled in your organization…
TALENT INTELLIGENCE

3. … why do managers so often decide to recruit outside talent?
TALENT INTELLIGENCE

4. Its because they don’t
have information
systems that can
match the job
requirements to the
profile of someone
who already works for
the organization.
TALENT INTELLIGENCE

5. However, promoting or hiring from within is usually the better
business decision.
TALENT INTELLIGENCE

6. This is because doing so:
› helps keep talent –
knowledge, competence
, skill – inside your
organization
› costs the company less
› improves your reputation
as an employer
TALENT INTELLIGENCE

7. DEFINITION
Talent mobility is the ability to
rapidly and strategically move
people from role to role and
function to function as business
needs change.
TALENT INTELLIGENCE

8. THE CRITICAL INTERSECTION
The need is to make the most of the people already in
place by balancing the experiences and skills that
organizations need to drive the business forward against
the capabilities and aspirations of each individual.
Organization Individual
Needs Desires
experiences capabilities
skills aspirations
competencies
TALENT INTELLIGENCE

9. RECENT TALENT MOBILITY RESEARCH
In 2011, Taleo Research commissioned comprehensive surveys
on Talent Mobility of:
500 HR decision makers in the UK 100 HR decision makers in Australia
“UK Talent Mobility in 2011” “Australia Talent Mobility 2011”
TALENT INTELLIGENCE

10. UK SURVEY MARKET BREAKDOWN
TALENT INTELLIGENCE

11. CONCLUSION OF THE RESEARCH
Organizations are at a talent tipping point:
aware of the strategic importance of talent
mobility but often held back because of data
and systems shortcomings.
TALENT INTELLIGENCE

12. REASONS FOR RETENTION DIFFICULTIES
Percentage of Survey Respondents
UK
Better salaries / benefits packages offered by other
companies 48
Better opportunities offered by other companies 45
Inability to find / create internal roles that meet
employees’ capabilities / career aspirations 31
Lack of information internally about employees’
capabilities / career aspirations 23
Other 2
None of the above 19
TALENT INTELLIGENCE

13. REASONS FOR RETENTION DIFFICULTIES
Percentage of Survey Respondents
Australia UK
Better salaries / benefits packages offered by other 75
companies 48
Better opportunities offered by other companies 78
45
Inability to find / create internal roles that meet 51
employees’ capabilities / career aspirations 31
Lack of information internally about employees’ 31
capabilities / career aspirations 23
Other 19
2
None of the above 4
19
TALENT INTELLIGENCE

14. TALENT MOBILITY MOMENTUM -
In the UK…
› 71% agree that it is important for companies to be able to
procactively and strategically move people from role to role
– 82% Retail/Wholesale
– 81% Construction/Manufacturing
› 57% say that the current economic climate has led to an
increased focus on talent mobility
› 54% say they are more focused on retaining than recruiting talent
… the Australia survey provided similar results.
TALENT INTELLIGENCE

15. TALENT MOBILITY ALSO ON EMPLOYEES’ AGENDAS
% who agreed that “talent mobility is increasingly on employees’
agendas when they choose an employer”:
› 55% in Australia
› 51% in the UK
– 65% Hospitality/Leisure companies
– 33% Pharmaceutical companies
TALENT INTELLIGENCE

16. ORGANIZATIONAL CHARACTERISTICS
Percent rating their organization a 4 or 5 on 5-scale
Australia UK
A culture that supports the sharing of talent 49
across the company 55
Quality of leadership pipeline / successors 36
57
Employee engagement rates 46
59
Processes that support the movement / 37
retention of talent within the company 50
Ability to drive change / business growth 41
64
Employee retention rates 50
66
Profitability compared to competitors in our 50
sector 54
TALENT INTELLIGENCE

17. TECHNOLOGY SUPPORT?
% of organizations who rate themselves above the sector average
for technology to support a strong talent mobility strategy:
› 40% in the UK
– 10% lower than any other organizational characteristics
› 29% in Australia
– 7% lower than any other organizational characteristics
TALENT INTELLIGENCE

18. IMPACT OF TALENT MOBILITY TECHNOLOGY
TALENT INTELLIGENCE

19. TECHNOLOGY IN AUSTRALIA
TALENT INTELLIGENCE

20. TECHNOLOGY IN THE UK
Average = 10% using dedicated talent management systems
TALENT INTELLIGENCE

21. VERTICAL, HORIZONTAL, GEOGRAPHICAL
Percent stating to be effective at…
UK Australia
61
49 52
36
29 27
Vertical movement or Horizontal or lateral Geographic movement of
promotion of people within movement of people people into different
departments, functions, into between sites, regions, countries
senior roles departments, business
units, functions
TALENT INTELLIGENCE

22. TALENT MOBILITY MATURITY MODEL
TALENT INTELLIGENCE

23. TALENT MOBILITY MATURITY MODEL, CONT.
TALENT INTELLIGENCE

24. TALENT MOBILITY MATURITY MODEL, CONT.
TALENT INTELLIGENCE

25. UK ORGANIZATIONS
Very few organizations rate themselves as strategic on all ten
factors (or tactical on all ten factors). Therefore, respondents
have been allocated to each of three segments based on their
relative strategic scores.
TALENT INTELLIGENCE

26. BREAKDOWN FOR UK ORGANIZATIONS
TALENT INTELLIGENCE

27. TALENT PROFILES IN AUSTRALIA
TALENT INTELLIGENCE

28. IMPACT OF STRATEGIC TALENT MOBILITY
Percent in UK rating their organization above sector average
TALENT INTELLIGENCE

29. TOP BARRIERS TO IMPROVING TALENT MOBILITY
Top three barriers to improving talent mobility (% respondents)
UK Australia
52 52
48
31 30 31
Lack of visibility into talent Quality and reliability of Lack of systems / technology
gaps and opportunities employee talent data to support talent mobility
initiatives
TALENT INTELLIGENCE

30. THE NEED FOR BETTER QUALITY DATA AND INSIGHT
Australian organizations indicating they would benefit from better quality
data and inisght for :
TALENT INTELLIGENCE

31. TALENT INTELLIGENCE MEANS BETTER DATA AND INSIGHT
How do you get better data and
insight?
By leveraging what we call
talent intelligence –
consistent, readily available
information from
Recruiting, Performance
Management, Succession
Planning, Compensation, and
Learning and Development.
TALENT INTELLIGENCE

32. TALENT INTELLIGENCE FOR MEASURING AND MANAGING
Such talent intelligence analytics help you better measure
and manage your career development programs.
TALENT INTELLIGENCE

33. TALENT INTELLIGENCE FOR BETTER TALENT MOBILITY
Such talent intelligence
ultimately leads to
improved talent mobility
and better business
performance over the
long term.
TALENT INTELLIGENCE

34. KEY TAKEAWAYS
Talent Intelligence  Better Data and Insights  Talent Mobility
Benefits of strong talent mobility include:
› Shorter time to productivity.
› Greater employee engagement & retention.
› Lower talent acquisition costs.
› Streamlined information flow.
› Limited competitive intelligence leakage.
› Stronger leadership teams.
› Better financial performance.
TALENT INTELLIGENCE

35. TALEO RESEARCH WHITEPAPERS AND BRIEFS
Taleo Research whitepapers and briefs:
› UK Talent Mobility 2011 (12 pg)
http://www.taleo.com/researchpaper/uk-talent-mobility-2011
› Australia Talent Mobility 2011 (16 pg)
http://www.taleo.com/researchpaper/australia-talent-mobility-2011
› Talent Mobility: The Need for Insight at the Point of Action (4 pg)
http://www.taleo.com/researchpaper/talent-mobility-need-insight-point-action
TALENT INTELLIGENCE

36. WANT MORE? TALEO RESEARCH WHITEPAPERS
› Talent Mobility (12 pg)
http://www.taleo.com/researchpaper/talent-mobility
Includes the “Five P’s of Internal Mobility”:
– Purpose Clarity, Policy Guidelines, Process Design, Platform
Capability, Performance Measures
› The Payback from Talent Mobility (11 pg)
http://www.taleo.com/researchpaper/payback-talent-mobility
Covers three critical drivers:
– Cost of Turnover, Time to Productivity, Employee Engagement
TALENT INTELLIGENCE

37. Q&A
Thomas Stone Twitter:
Senior Research Analyst, Taleo Research @TaleoResearch
tstone@taleo.com @ThomasStone
TALENT INTELLIGENCE