1. HR Top Tips:
5 Keys to Gaining
Momentum with
Internal Career
Mobility
Tara Dwyer
Webinar Coordinator
Human Resources Today
Matthew Daniel
Principal of Talent Strategy
and Mobility at Guild
Education
November 16th, 2022
9:30 am PST, 12:30 pm EST, 5:30 pm GMT
With

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4. Matthew Daniel
Principal of Talent Strategy and Mobility at Guild Education
HR Top Tips:
5 Keys to Gaining Momentum with Internal
Career Mobility

5. 5
NOW: People want pay for today, pathways for
tomorrow, and work with purpose.
Lack of career
development &
advancement
Inadequate total
compensation
Uncaring /
uninspiring
leaders
Lack of
meaningful work
Unsustainable
work expectations
Unreliable /
unsupportive
people
Lack of
workplace
flexibility
Lack of support
for health & well-
being
Non-inclusive
community
Geographic ties &
travel demands
Unsafe workplace
environment
Inadequate resource
accessibility
41 36 34 31 29
26 26 26
14 13 13 11
Top reasons for quitting previous job, Apr 2021 - Apr 2022, %
Pathways Pay Purpose
NEW EMPLOYEE EXPECTATIONS
McKinsey & Company, 2022

6. Sources: Carnevale et. al, “College Is Just the Beginning,” Georgetown Center on Education and the Workforce (2015); NCES (2016); BLS (2018)
For every $1 spent on
training White employees,
$0.81 is spent on Black
employees
$0.68 is spent on Hispanic/
Latino employees
NOW: More employer-provided training dollars go to White
and Asian employees than Black and Hispanic employees

7. The Impact of Mobility and the Problem with Getting There
HR professionals who
say that managers they
work with believe
external candidates will
turn out to be better
hires than internal
candidates
44%
HR professionals who
say that employees
are not encouraged to
look internally for new
career opportunities
43%
Likelihood of
internal candidates
to quit if given an
interview
1/2
7

8. NOW & NEXT: The Sansdemic & Campus Pipelines
Unexpected decrease
in enrollment over
the past two years
~1M
Expected decline
in enrollment
beginning in 2025
-15%
-8%
Black
enrollment
-6%
Indigeneous
enrollment
-11%
International
enrollment
-31%
Freshman
enrollment from
urban areas

9. Field Growth Between 2022 and 2030
Cybersecurity
+24%
Field Manager
+12%
Software Engineer
+22%
Marketing
+18%
CSRs
+2%
Tellers
-12%
Registered Nurse
+8%
Cashiers
-5%

10. Signal to potential
or existing staff that
they have a future if
they come /stay
Compete for talent by
improving retention,
engagement, &
attraction
Companies are combining reskilling and mobility to create a talent
pipeline to:
Create a more agile
workforce to
respond to a
dynamic market
Anticipate and address
skill-shortages in real-
time
Address potential
automation or
displacement of
existing talent
Preserve your brand
value as an employer
of choice
Solve talent
shortages in high
demand areas more
equitably
Save on recruiting
costs in a highly
competitive market
(6x)

11. Making career pathways realistic and easy to advance along
Leverage well-trodden pathways that include
Accessible gateway jobs + equitable skilling opportunities
1
Companies with low internal mobility rates have an average employee turne of 2.9 years, while
companies with high internal mobility have an average tenure of 5.4 years.

12. Growth
Learning in the flow of work

13. Illustrative: Technical pathways create opportunity for non-clinical
talent in in-demand roles
Frontline
Coaching services provided throughout the student journey
Software
Engineer
Frontline Role
Legend
Gateway Role
Entry Level Role
Destination Role
Technology Job Family
IT Support
Specialist
Career Launch:
Digital Literacy
2 months
IT Support
Certificate
7 months
Associate
Software Engineer
Project
Coordinator
IT Project
Manager
Associate
Project Manager
Project Mgmt.
Certification
6 - 12 months
Project Mgmt.
Certification
6 months
Sr. Systems
Analyst
Systems Analyst
Six Sigma Black
Belt Cert
6 months
Data
Scientist
Data
Analyst
Bachelor’s in
Data Analytics
4 - 6 years
6 months
Coding
Boot Camp / Cert.
6 months
Data / Computing
Certification
Bachelor’s in
Web Development
4 - 6 years
4 - 6 years
Bachelor’s in
Project Management
4 - 6 years
Bachelor’s in
Business Info
Systems or Computer
Science

14. 14
Research shows that ‘stepping stone’ jobs that have historically helped workers transition from low to high wages
are becoming a smaller share of all jobs. Companies that have more of these stepping stone jobs are not only
contributing to a more stable workforce, but also can benefit from a more diverse pipeline of entry level workers and
improved retention. - Brookings
Invest in promotion into gateway roles and reskilling into entry
level roles in a new field
Gateway Roles are critical for Supply/Demand Flexibility; by investing in pipelines into and out of gateway roles, you give your
workforce the flexibility to pivot to the needs of tomorrow instead of reacting to the talent shortages of today.
Graduates Entry Level
Jobs
Gateway
Jobs
Destination
Jobs
Many organizations have
constraints at the gateway
job level.

15. Empowering workers with self-knowledge and self-belief
Give employees the tools and support
(coaching, resume prep, interview practice)
to build a new narrative and
occupational identity
Create opportunities to build social
capital & community with those they
want to
Source: Guild analysis
2
+

16. Employees start their mobility journey with exploration
Career Exploration
1. Identify and clarify one’s own
values, interests, personality,
and skills
2.Explore careers, industries and
roles
3.“Try on” career interests
Job Search
1. Plan for a job search
2.Differentiate oneself with a
personal narrative and interview
preparation
3.Navigate the job search
Skills + experience
acquisition
1. Enroll in relevant program
2. Gain relevant skills and experiences
through
education and elsewhere
3.Narrow one’s own career interests to
specific roles
Career Exploration Skills & experience
acquisition

17. Creating a culture shift and awareness of a commitment to opportunity
Leverage internal marketing
of pathways, career opportunities, and
success stories that make it hard to ignore
Make your commitment to
opportunity central to your employer
brand and clear to your community
Source: Guild analysis
3
+
CAREER

20. Reducing friction in management and organizational processes
Design processes that intentionally remove
friction, like internal recruiting, internships,
and manager rewards
Leverage systems that are built to
forecast and connect employees to
opportunity via recruiters and managers
Source: Guild analysis
4
+

21. Adoption
By moving to tuition-free
education, the organization increased
adoption within eligible populations from
1% to 8%
Rocket Companies journey to game-changing mobility
began with accessible education benefits
Impact
Ed Benefit
Advancement
Employees who enrolled in
programs and subsequently moved into
new positions increased from 14% of
participants to 82% of participants
moving to new roles
82%
Enabled fully funded
programs aligned with
business strategy
Offered expanded access
to short form programs
Focused on
underrepresented
populations and
proactively removed
barriers to access
Opportunity Platform
Leverage a team of career
coaches to help learners
access new roles
Focused marketing and
career discovery tools to
build talent pipelines
Use student progress
reporting for proactive
career outreach to near-
graduates
Sources: Josh Bersin, Definitive Guide to Corporate Learning and Talent Development Hot Seat Interview with KimArie Yowell
8x

22. Measuring and managing to mobility outcomes
Set forward-looking mobility goals
With leading indicators like talent pipeline,
internal candidates, and internal interviews
Track the actual impact on the
business (ROI, internal placements)
and the lives of people
5
+

23. More Data, Case Studies, and to Connect with Me

24. /in/dwyertara
@HRPosts
humanresourcestoday.com
Q&A
Matthew Daniel Tara Dwyer
Webinar Coordinator, Human Resources Today
/in/matthewjdaniel
guildeducation.com
@matthewjdaniel
Principal of Talent Strategy and Mobility at Guild Education