When it comes to developing and retaining talent, staying ahead of the competition requires raising the bar to an increasingly higher level. For learning leaders in high-performance organizations focused on transforming learning processes and improving leadership development practices, using diverse developmental activities, in particular, talent mobility, is a critical element.
A September 2015 global study, “Talent Mobility Matters,” conducted by the Institute for Corporate Productivity found that talent mobility — defined by i4cp’s nearly 40-member Chief Learning and Talent Officer Board, as: rapidly and strategically identifying, developing, and deploying talent to meet business needs, customer requirements, and employee aspirations — is part of the learning and development strategy for high-performance organizations.
The board collectively posited that companies should consider cutting or reducing classroom training budgets in favor of experiential learning activities that walk hand-in-hand with internal talent moves. This coincides with survey data, which indicates that high-performance organizations are two times more likely to prioritize talent mobility than lower-performing companies. Leaders in these high-performance organizations view talent development and retention as essential parts of a winning formula to fill key roles with internal talent.
“Talent Mobility Matters” surveyed more than 650 respondents, and its data revealed that leaders in high-performance organizations should extend their gazes beyond their companies to collaborate with external partners to provide developmental opportunities for employees. Forming mutually beneficial partnerships with external stakeholders for employee development is not yet a widely adopted strategy, but it has a positive correlation to market performance, and is often employed by a relatively small group of top-performing organizations, including Boeing.