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Title Of Webinar Goes Here
SUBTITLE GOES HERE
Why Talent Mobility
is King of Retention

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 Housekeeping
 Sponsor
 Speaker
 Defining Talent Mobility
 Key Trends Overview
 Research and Data
 Practical Advice
 Case Studies
 Q&A
ON
AGENDA
the

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HOUSEKEEPING
 Grab Tab
 Audio Mode
 How to ask a Question
This program is being recorded.
You can download the recording at
http://www.recruitingwebinars.com/
TIPS FOR USING YOUR CONTROL PANEL.

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MATT CHARNEY
SPEAKER
Principal Analyst
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

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Build, Buy, or Borrow
tal-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
recruiting practices)

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Talent Mobility=Recruiting Gold
 Easier to recruit. (#1
demand of Millennials:
career dev opps)
 Easier to retain (less
recruiting, more golf or
whatever)

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TRENDS

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It’s the trends, baby
The average career path:

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

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

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

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

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RESEARCH

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

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Glassdoor Says
89% of Glassdoor users are either actively
looking for jobs or would consider better
opportunities.

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Gallup Says
93% 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.

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i4cp Says
Talent 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.

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Deloitte Says
High 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.

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

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RolePoint Says

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But People Say…

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PRACTICAL QUESTIONS +
ADVICE

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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

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

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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?

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Success Requirements
 Culture
 Process
 Maturity

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

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Why Recruiters are Best Suited

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Pro Tip on Culture
Remove 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.)

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CASE STUDIES

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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.”

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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.

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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.

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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).

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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.

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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.

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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.

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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!

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YOU’VE GOT QUESTIONS. WE’VE GOT
ANSWERS.

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@beneubanksBen Eubanks
Want more?
Email
ben.eubanks@lhra.io for
a summarized version of
the case studies covered
in this webinar.