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Pointers: 2014 – Take Talent Mobility and Career Development Seriously

by Paddy Collins on March 13th, 2014

This time last year in our article Talent Trends 2013 we reported:

“Architected talent mobility is now a core talent management practice. In 2013 companies will likely expand their views on job mobility to enable a richer and wider variety of career models in their workforce.


In tandem, modern career development programmes have tremendous impact on performance, retention and engagement – companies should invest in these programmes.”

In 2014, as the workforce becomes more mobile, organisations must invest in programmes that facilitate talent mobility, rotational assignments, lateral job changes, and open up new career opportunities throughout the company.

Case in Point

One of our major clients (a European Regulatory Body), responding to a major expansion of its remit, is currently investing in a transition and career development programme with the aim of getting up to 40% of the current workforce to be in new roles by the end of 2015.

In achieving this objective they will:

– stretch current staff and their skill levels into new critical areas of expertise and service delivery

– recruit for new staff to back-fill legacy roles.

Clearly if they succeed they will achieve a number of strategic HR objectives:


 – retain their current employees

– protect their organisational IP

– hugely enhance the engagement of the workforce

Other key factors which influence engagement and retention:

– Leadership and managerial excellence

– Communication, recognition and rewards

– Career development opportunities

– Flexible work environment

– Great online tools in the workplace

We will address these issues in future ‘Pointers’ articles.

For articles on similar topics see:

Talent trends 2013, Is talent acquisition the same as recruitment?, 2000s the social media period of talent acquisition

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