2. 2 | 2015 Talent Mobilty Research Report
The 2015 Talent Mobility
Research Report exposes
the barriers to understanding,
developing and deploying
talent that may be hindering
an organization’s ability to
meet revenue growth objectives.
Table of Contents
Executive Summary..................................................................................................3
Introduction...................................................................................................................4
About Our Study...........................................................................................................4
About Talent Mobility.................................................................................................5
Findings...........................................................................................................................6
Quantitative Results....................................................................................................7
The Facts about Understanding Talent...........................................................10
The Facts about Developing Talent...................................................................12
The Facts about Deploying Talent......................................................................14
Insights .........................................................................................................................16
The Future of Talent Mobility: Practical Solutions........................................ 17
Conclusion................................................................................................................... 20
Take the Diagnostic..................................................................................................21
About LHH.................................................................................................................... 22
3. www.lhh.com | 3
The 2015 Talent Mobility Research Report
presents the findings of Lee Hecht Harrison’s
ongoing study measuring the specific talent
mobility behaviors and gaps demonstrated by
representative business organizations. While
companies recognize the significance of talent
mobility, creating a truly mobile workforce
remains elusive for many. This report provides
insights into the challenges organizations face
in mobilizing their talent and implementing an
effective talent management strategy. It then
offers some practical solutions for meeting
these challenges.
Most organizations value assessment and have formal
processes in place to review employee performance.
Nevertheless, respondents report that many managers
and organizations generally have, at best, only a middling
understanding of their people, their strengths and their
development needs. Organizations are missing key
evaluation and coaching opportunities. As a result,
performance may suffer and growth may be hindered.
Mobilizing a workforce means equipping people to take
on new responsibilities or move quickly into new roles as
business needs require. Respondents identified a number
of ways in which organizations are falling short on this front.
Managers are not being coached on when and how to hold
effective career conversations nor are they being held
accountable for developing their people. Organizations do
not always support internal networking, career planning
and development, or employee self-empowerment.
In general, organizations are strongly committed to hiring
internally, and they make formal efforts to inform employees
Executive Summary
of open positions. However, gaps in deploying talent remain.
Respondents report that many managers lack a mobility
mindset and many organizations fail to offer job rotation
or redeployment opportunities. While organizations face
hurdles, there are practical solutions they can implement to
address their talent mobility challenges:
• Assign a senior leader to serve as a champion who can
communicate the importance of talent mobility across the
organization.
• Address manager mindsets and career conversation skills
through seminars, workshops or one-on-one coaching.
• Ensure that the lessons learned are sustainable by
creating coach-facilitated leader-coaching circles.
• Make career conversations part of performance reviews.
• Sponsor employee resource groups and networking
groups to promote internal networking.
• Support employees with skill-building workshops
designed to help them take control of their own
career development.
• Provide easily accessible online tools and resources
supporting internal movement of talent.
• Recognize the importance of redeployment and
outplacement for preserving workforce morale,
engagement and productivity.
The 2015 Talent Mobility Research Report exposes the
barriers to understanding, developing and deploying
talent that may be hindering an organization’s ability to
meet revenue growth objectives. It identifies the behaviors
organizations should be supporting to mobilize their talent.
The lines of action required to mobilize workforces are
now clear.
4. 4 | 2015 Talent Mobilty Research Report
Findings from Lee Hecht Harrison’s 2015 Talent Mobility
Research Report reveal that most organizations—75
percent—recognize that talent mobility is at least
moderately important to an effective talent management
strategy. In fact, well over 40 percent recognize it as
extremely or very important. Nevertheless, a majority of
organizations—85 percent—also identify themselves as
failing to demonstrate key behaviors linked to effective
talent mobility and report that their talent management
strategy is, at best, only moderately effective (46 percent say
moderately; 27 percent say slightly; 13 percent say not at all).
These are among the noteworthy findings of a recent study
conducted by Lee Hecht Harrison (LHH). The 2015 Talent
Mobility Research Report suggests that companies know
they should be mobilizing talent but are failing to do so and
are struggling, as a result, to implement effective talent
management strategies. Two questions naturally present
themselves: What are the barriers preventing companies
from mobilizing talent and realizing a fully successful
talent management strategy? And what can companies
do about them? The LHH study yields several key findings
and insights.
About Our Study
Lee Hecht Harrison developed a diagnostic tool that
allows organizations to measure their performance in
relation to the three essential behavioral components of
Talent Mobility as defined by LHH—Understand, Develop
and Deploy. Respondents were asked to assess how
consistently organizations, managers and employees
implement these behaviors, which are known to mobilize
talent effectively when practiced at least 50 percent of the
time. Their responses enabled us to determine where their
organizations stand on the Talent Mobility continuum
and how effectively they understand, develop and deploy
their talent.
Introduction
This report is based on a diagnostic survey of 257
organizations from more than 20 industries conducted
from October 2013 through December 2014. Eighty percent
of respondents occupied managerial or higher positions,
and 55 percent occupied VP or higher positions. Fifty-one
percent of respondents were drawn from human resources,
16 percent from organizational development and training,
and a further 16 percent from executive leadership. Thirty-six
percent of responding companies generated revenues of
more than $1 billion annually, and 45 percent employed more
than 3,000 people.
About Talent Mobility
The Definition
Talent mobility can be defined as an integrated talent
management process supporting talent movement that
hinges on an organization’s ability to effectively understand,
develop and deploy talent in response to business needs.
Organizations that effectively understand their workforce
equip managers to assess employees accurately and actively
communicate career plans and opportunities. Those that
effectively develop their workforce provide employees with
opportunities for increasing skills and experience, while
holding managers accountable for building the competencies
of immediate reports. And those that effectively deploy their
workforce fill gaps through internal recruitment, provide
employees with the tools to assume new roles, and recognize
redeployment and outplacement as critical components of
the talent mobility lifecycle. When an organization employs
a talent strategy that succeeds on all three fronts, it can be
described as a committed talent mobilizer.
5. www.lhh.com | 5
The Business Context
The emergence of talent mobility as a key business concern
can be tied to today’s increasingly fluid and challenging
competitive landscape. In the face of relentless change,
organizations are under mounting pressure to develop
highly adaptable employees able to embrace evolving
business conditions, new business opportunities and
shifting strategies. With a mobile workforce always learning
and always prepared for what’s next, the organization is
better equipped to absorb churn and attrition and change
course quickly. In addition, the emphasis on self-directed
career development that figures centrally in any well-
conceived talent mobility strategy has been shown to drive
engagement and mitigate retention risk. The organization
benefits from a deep pool of talented employees who are
more productive, engaged and capable of taking on new
challenges, assuming higher levels of responsibility and
meeting increased demands to drive business growth.
The Challenge
What, then, accounts for the difficulty organizations have in
building a more mobile workforce and realizing its benefits?
When asked directly, over half of respondents identify their
organization’s key challenge as a lack of understanding
of what talent mobility is and how it can be leveraged.
While talent mobility has multiple components, most
organizations are fully capable of navigating complexity,
especially when the stakes are high. The LHH study reveals
a more nuanced picture of the obstacles when it probes
organizations on their record of understanding, developing
and deploying talent—the essential components of a talent
mobility strategy.
Key Challenges Keeping Talent Mobility from Being Effective
Lack of organizational understanding of what Talent Mobility is and
how it can be leveraged
There is no strategic approach in place to identify future talent needs
Talent “territorialism” among key stakeholders
Lack of prioritization of Talent Mobility by organizations
Lack of clearly defined roles and responsibilities among key
stakeholders for the development and inclusion of Talent Mobility
Lack of infrastructure to help connect employees with potential
opportunities outside of their immediate role
Little or no focus on developing talent to meet future needs of the
organization
Organizations do not provide key stakeholders with the tools
necessary to practice effective Talent Mobility
Top challenge Second challenge Third challenge
24%
21%
11%
9%
14%
6%
8%
6%
15%
16%
18%
13%
11%
12%
7%
9%
13%
13%
13%
15%
10%
14%
13%
9%
53%
50%
42%
37%
35%
32%
28%
34%
6. 6 | 2015 Talent Mobilty Research Report
Findings
Quantitative Results
Organizations that are committed Talent Mobilizers
consistently (at least 50 percent of the time) exhibit all of
the behaviors associated with Understand, Develop and
Deploy—the three essential indices of Talent Mobility.
They also espouse a more proactive approach to Talent
Mobility than other organizations do.
We asked respondents to rate how consistently the following
behaviors were being employed at their organizations.
Base: All respondents.
bR j
Understand Develop Deploy
7. www.lhh.com | 7
Understand
Nearly Always/
Always
Frequently Sometimes Rarely Never Not Sure
The manager holds regularly scheduled
performance reviews
Our organization conducts periodic
employee surveys to measure engagement
Our organization uses talent
management software
The organization measures and tracks
internal talent moves
Successors to key positions are identified
ahead of need
Managers know their people, their
strengths and their development needs
The organization understands their
employees’ unique skills and experience
We asked respondents to rate how consistently the
following behaviors associated with understanding were
being employed at their organizations.
R
44%
41%
22%
21%
24%13%
32%14%
31%12%
25%
14%
14%
18%
36%
42%
18%
16%
11%
20%27%
12%
44%
9%
13%15%
9% 40%
12%
5%
13%
13%
4%
5%
3%
8. 8 | 2015 Talent Mobilty Research Report
Develop
Nearly Always/
Always
Frequently Sometimes Rarely Never Not Sure
Job search/skill development is offered if/
when downsizing occurs
Coaching is key component of leader and
manager development
Internal networking is promoted to help
individuals increase visibility and build
relationships
Our employees take responsibility for
actively managing their careers
Our organization invests in and prepares
managers to have effective developmental
career conversations
Our organization uses career planning
and development to prepare employees
for roles
Managers are responsible and
held accountable for building and
developing talent
We asked respondents to rate how consistently the
following behaviors associated with development were
being employed at their organizations.
b
25%
23%15%
18%
34%
21% 16% 10% 10%
7%21%
11%
10%
21%10%
32%18%8%
37%6% 18%
20%
18%
31%
30%
39%
20%49%
28%
30%
7%22%
10%
11%
8%
2%
9. www.lhh.com | 9
Deploy
Nearly Always/
Always
Frequently Sometimes Rarely Never Not Sure
The organization makes a commitment to
look internally to fill roles
Sustained high performance is a key
criteria for being rewarded with
opportunities for internal career growth
Employees are well informed about
open positions
Outplacement is a key component of
talent mobility
Redeployment is considered a key
component of talent mobility
Managers have a mobility mindset that
supports the internal movement of talent
The organization offers job
rotation assignments
We asked respondents to rate how consistently the
following behaviors associated with deployment were
being employed at their organizations.
j
30%
24%
22%
9%
16%7%
36%18%7%
30%10%5%
29%
38%
30%
17%13%
26%29%
35%
29%
13%
18%30%
11%
30%
8%
9%23%
31%
13%
12%
6%
21%
3%
4%
3%
10. 10 | 2015 Talent Mobilty Research Report
Organizations value assessment
Any strategic approach to managing
talent begins with understanding.
Assessing the skills, engagement and
performance of employees is essential
for improving productivity, supporting
career development that aligns with
organizational needs and building an
effective talent pipeline. Performance
reviews, for example, play at least
some role in talent management at
almost all organizations. Assessment
of employee engagement, which
offers key insights into workforce
productivity and retention, also
plays a role in talent management
at many organizations.
• Nearly 70 percent of respondents
report that managers review
performance always, nearly always
or frequently.
• Fifty-five percent of respondents
report that their organizations
survey engagement frequently,
nearly always or always.
The Facts About Understanding Talent
1 2
Managers inadequately understand
their people
More than half of all respondents say
that managers have, at best, only
a middling understanding of their
people, despite working with them
every day and despite conducting
formal performance reviews with at
least some regularity. Managers are
evaluating and talking to their people
but not, evidently, in ways that yield a
complete picture of their talents.
• When asked whether managers
know their people, their strengths
and their development needs, 44
percent of respondents answered
“sometimes,” with another seven
percent answering “rarely.”
say that they rarely have a
full understanding of
the skills and experience of
their workforce.
13%
42%
percent of respondents
report that organizations
only sometimes understand
their employees’ unique
skills and experience.
11. www.lhh.com | 11
3 4 5
Organizations have a middling
understanding of their people
The difficulties managers have in
understanding their people are
repeated in the larger organization.
With managers often struggling to
understand team members, it should
come as little surprise that the talents
of employees in general are not
completely understood at higher levels
of the organization.
• Forty-two percent of respondents
report that organizations understand
their employees’ unique skills and
experience only sometimes.
• Thirteen percent say that they
rarely have a full understanding
of the skills and experience of
their workforce.
Organizations aren’t consistently
tracking and measuring performance
Organizations aren’t always using
available technology, systems and
processes to acquire, track and
measure information about their
workforce. Software applications
are now allowing organizations to
run their businesses more efficiently
by providing key data and insights to
help them effectively assess, manage
and develop the skills and experience
of employees.
• Nearly 50 percent of all respondents
indicate that their organization rarely
or never uses talent management
software.
• A third of respondents say that
their organization rarely or never
tracks internal talent moves, with
another quarter saying that it does
so only sometimes.
Succession planning is suffering
A picture emerges, then, of
organizations having some
understanding of their talent but often
not a complete—or even in some
cases adequate—understanding.
This lack of understanding can lead
to a leadership deficit and put the
business at risk.
• Twenty-six percent of respondents
report that successors to key
positions are rarely or never
identified ahead of need.
• Only 36 percent report that
successors are sometimes
identified ahead of need.
12. 12 | 2015 Talent Mobilty Research Report
Managers are not supported or
held accountable to develop talent
Developing talent is the second essential
plank of an effective talent mobility
strategy. Mobilizing a workforce means
equipping people to take on new
responsibilities or move quickly into
new roles as business needs require.
Organizational performance on this front
is again mixed. Shedding significant
light on the difficulties some managers
face in understanding their people,
the LHH study finds that managers are
often neither trained to conduct effective
career discussions nor even held
accountable for developing talent.
• Nearly 40 percent of respondents
report that organizations rarely or
never invest in and prepare managers
to have effective developmental career
conversations, with an additional 31
percent reporting that organizations
do so only sometimes.
• Nearly 40 percent of respondents
report that organizations rarely or
never hold managers accountable for
building or developing talent, with an
additional 37 percent reporting that
they do so only sometimes.
The Facts about Developing Talent
Internal networking receives
inconsistent support
A talent mobility strategy is unrealistic
if the organization doesn’t remove
the barriers to optimizing workforce
deployment. One well-known
impediment is talent hoarding.
Reluctant to lose talent from their
team, managers may limit a capable
employee’s exposure to other parts of
the organization, thereby narrowing
his or her career development
opportunities and potentially
harming the organization’s overall
performance. An obvious antidote for
such behavior is for the organization
to reward managers who promote
internal movement of talent and
promote internal networking to help
individuals increase visibility and build
relationships. Yet performance in this
regard is not entirely encouraging.
• Nearly 30 percent say organizations
promote internal networking rarely
or never.
• Another 39 percent say
organizations do so only sometimes.
• A mere 11 percent say organizations
do so always or nearly always.
say organizations rarely
or never promote
internal networking.
30%
1 2
40%
say organizations rarely
or never provide career
planning and development.
13. www.lhh.com | 13
Career planning and development
fall short
Talent mobility is similarly ineffective
if organizations fail to prepare
employees for new roles in the first
place. Here again, the LHH study
shows that many companies are not
being as proactive as they could be.
• Only eight percent of respondents
say organizations always or nearly
always provide employees with
career planning and development
to prepare them for new roles.
• Over 40 percent say that
organizations provide career
planning and development
rarely or never.
The provision of coaching is mixed
Organizations fare better at providing
leaders and managers with essential
developmental coaching but here
too their performance is mixed. As
respondents indicate, a substantial
number of organizations provide
coaching only sometimes or rarely
not at all.
• Nearly forty percent of respondents
indicate that organizations provide
developmental coaching frequently,
nearly always or always.
• Thirty-four percent say organizations
provide developmental coaching
only sometimes.
• Nearly 30 percent say organizations
provide developmental coaching
rarely or never.
Employees struggle to assume
responsibility for their careers
Without developmental support,
the benefits of effective career
conversations and opportunities to
network internally, employees are
struggling to take responsibility for
actively managing their careers.
Employees perform best when their
development aligns not only with the
needs of the organization but with
their own interests and aspirations.
Helping employees own their careers
and be proactive in developing
abilities and pursuing directions
most suitable for them is essential to
engaging, retaining and, above all,
mobilizing a workforce.
• Nearly 50 percent of respondents
report that employees are only
sometimes assuming responsibility
for managing their careers.
• Over 20 percent say that employees
rarely or never assume responsibility
for managing their careers.
3 4 5
14. 14 | 2015 Talent Mobilty Research Report
The Facts about Deploying Talent
Organizations are committed to
filling roles internally
Talent mobility becomes a reality
when you have the right people with
the right skills effectively deployed
within the organization. Organizations
seem to favor recruiting from within to
fill open positions.
• Nearly 60 percent of respondents
say organizations are always, nearly
always or frequently committed to
looking internally to fill roles.
• Over 50 percent report that
employees are always, nearly
always or frequently well informed
about open positions.
• An additional 31 percent report that
employees are at least sometimes
well informed about open positions.
Organizations are not offering job
rotation or redeployment
On the other hand, many organizations
continue to exhibit behaviors or cling
to attitudes that inhibit the rational
movement of talent.
• While only five percent of respondents
say organizations offer employees
job rotation assignments always
or nearly always, a substantial 35
percent say they do so rarely, and
21 percent never do so.
• Fewer than 25 percent say
organizations always, nearly always
or frequently consider redeployment
a key component of talent mobility in
the event of downsizing.
report that employees are at
least sometimes well informed
about open positions.
31%
39%
Thirty-nine percent report that
managers display a mobility
mindset rarely or never.
1 2
15. www.lhh.com | 15
Managers are not showing a
mobility mindset
At the managerial level, results are
even less encouraging as managers
demonstrate behaviors that may block
internal mobility and result in viable
candidates being overlooked for
opportunities.
• Thirty-nine percent of survey
respondents report that managers
rarely or never display a mobility
mindset that supports the internal
movement of talent.
• Thirty-six percent report that
managers display such a mindset
only sometimes.
3
16. 16 | 2015 Talent Mobilty Research Report
Insights
The Future of Talent Mobility: Practical Solutions
When examined in detail, the challenges organizations
face mobilizing their talent amount to much more than
a simple struggle to understand a concept. At many
organizations, actual measures taken to understand ,
develop and deploy talent are, at best, incomplete and,
at worst, contradictory and self-defeating. Managers hold
regular performance reviews but are not prepared to have
effective career conversations. They are often provided with
leadership coaching but not held accountable for building
and developing talent. Employees are often well informed
about open positions, but their managers frequently lack
a mobility mindset. Organizations are committed to filling
roles internally but do not promote internal networking
or consider redeployment as a key component of talent
mobility. These and other such contradictions are the true
barriers organizations face in mobilizing their talent and
realizing an effective talent management strategy. What,
then, can done?
17. www.lhh.com | 17
Senior leadership needs to embrace talent mobility
as an organizational priority. Assign someone in an
executive position to serve as a talent mobility champion
who can communicate its importance to all levels of the
organization and address any confusion about what
talent mobility is and how to leverage it. Communication
then needs to be reinforced by involving managers
and employees in activities that promote mobility-
enabling behaviors.
Help leaders and managers understand the business
case for talent mobility and develop their own coaching
skills by offering seminars, workshops or one-on-
one coaching. Show them the business impact and
how it will help them achieve their individual, team
and organizational goals. Then provide them with a
framework for approaching career discussions in a
structured and organized way. Include opportunities to
engage in mock career discussions in which they put
their learning into practice and receive expert feedback.
Initial efforts in building mobility mindsets and coaching
skills need to be reinforced. Foster sustainability by
creating coach-facilitated leader-coaching circles
offering further opportunities for practicing career
conversations and addressing mobility issues.
Interactive group learning and role play can make
important contributions to establishing a coaching
culture in which leaders help other leaders develop
skills and best practices for placing mobility at the center
of talent management. Beyond career conversations,
issues addressed could include how to set goals for
talented team members, create stretch assignments for
them, increase their visibility within the organization and
provide cross-training opportunities that ensure roles
can be quickly filled when someone moves to another
team. When warranted, additional one-on-one coaching
could be provided to help managers set clear targets for
mobilizing talent and avoid talent hoarding.
1
2
3
Identify a Champion for Talent Mobility.
Address Manager Mindsets and Career Conversation Skills.
Ensure Sustainability.
18. 18 | 2015 Talent Mobilty Research Report
Insights
As our study shows, most organizations already conduct
formal performance reviews. This often-annual event
can be leveraged to gain a clearer understanding of
employee aspirations in the near and long terms. The
performance review process should be structured so
that discussions begin by focusing on performance
and end by focusing on career development; such
conversations can hold significant benefits for talent
mobility and employee retention. Managers who best
know their people—not only their capabilities but their
goals and ambitions—will be best positioned to guide
their employees’ careers, meeting both their interests
and the organization’s. Make the performance review
do double duty and fill a key gap many managers and
organizations have in understanding their employees.
Organization can help create internal networking
opportunities by sponsoring employee resource groups
and networking groups. Managers should also play a
role by creating opportunities that promote the visibility
and reputation of their people across the organization.
They need to be talking about their employees to
senior leaders, suggesting them for cross-functional
appointments and providing opportunities for meeting
more people and working more broadly. Job rotation
assignments represent one such opportunity. They can
sometimes be created in simple ways. For example,
periodically requiring account managers to exchange
accounts with other managers encourages them to
bring fresh eyes to accounts, contribute in new ways and
work more closely with their colleagues. Each incoming
manager will need at least some support and guidance
from each outgoing manager.
Removing the barriers to talent mobility cannot be
the responsibility of leaders and managers alone.
Employees must also assume some of the burden,
particularly by being proactive and taking control of
their own career development. To get people started,
offer seminar workshops involving career discussion
and group activities with peers. Employees should
address fundamental questions focusing on aspirations,
skills and organizational needs; acquire guidance on
assessing options, developing capabilities and staying
ahead of the curve; and develop a detailed roadmap
outlining goals and a path toward attaining them. As we
have seen, most employees are failing to manage their
careers actively with any consistency, and organizations
are similarly inconsistent in using career planning
and development to prepare employees for roles.
A formal program offers a practical first step to rectifying
these lacks.
4
5
6
Leverage Performance Reviews.
Encourage Internal Networking and Job Rotation.
Empower Employees to Own Their Careers.
19. www.lhh.com | 19
An organization that makes talent mobility a priority has
a clear responsibility to demonstrate its commitment
by actively supporting manager and employee efforts.
One option is to provide effective tools and resources
designed to facillitate the sharing of information. In
many organizations, these tools and resources already
exist but in forms and places not entirely visible or
easily accessible. Consider creating an online portal
providing a single point of access for the organization’s
entire talent mobility infrastructure. Key components
could include internal job boards, e-learning modules
for employees and managers, career assessment and
planning tools and tools promoting internal networking.
Another option for demonstrating support is to make
redeployment a key component of the organization’s
talent mobility strategy. Organizations already prefer
hiring internally. Why wouldn’t they make a visible
commitment to, and create mechanisms for, redeploying
existing talent to unfilled roles when business conditions
necessitate a restructuring? Redeployment is the
organization’s best means of retaining valuable talent,
preserving institutional knowledge and demonstrating
the value it places on employees.
A closely related initiative is to provide employees who
cannot be redeployed with outplacement support.
Outplacement is a natural phase of the talent mobility
lifecycle, yet almost 50 percent of organizations rarely or
never include it as part of their talent mobility strategy.
Organizations should be preparing employees for what’s
next even if their next role takes them elsewhere.
In the context of a holistic talent mobility strategy,
it’s the organization’s opportunity to show the depth
of its commitment to the strategy and to the well-
being of employees. It can make a crucial contribution
to preserving workforce morale, engagement
and productivity.
7
8
9
Create Transparency and a Single Point of Access.
Make Redeployment Part of Your Strategy.
Build Your Brand With Strong Advocates.
20. 20 | 2015 Talent Mobilty Research Report
Most organizations understand the importance of talent
mobility to a successful talent management strategy.
Most are aware not only of their struggles to implement
such a strategy but also of the high-stakes consequences
of those struggles. A weak leadership pipeline, missed
business opportunities and low employee engagement
are, respectively, the items that appeared most frequently
when respondents were asked to list and rank the top
three challenges a lack of talent mobility presents.
Conclusion
Greatest Impact Challenges Have on Organization
Weak leadership pipeline
Low employee engagement
Loss of productivity
Missed business opportunities
Unwanted attrition
Inability to meet financial targets
Top challenge Second challenge Third challenge
The 2015 Talent Mobility Research Report exposes the
barriers to understanding, developing and deploying
talent that are holding organizations back. It identifies
the behaviors organizations should be supporting to
mobilize their talent. The lines of action required to
mobilize workforces are now clear.
42%
12%
15%
13%
7%
10%
16% 15%
19%21%
23%
16%
13%
12%
13%
16%
17%
23%
11%
51%
54%
37%
43%
32%
73%
21. www.lhh.com | 21
Take the Diagnostic
Is your organization a Talent Mobilizer? To provide insight
into your own talent mobility strategy, take our free
diagnostic tool so you can see how you score against
the three indices of Understand, Develop and Deploy.
You’ll learn whether you are consistently and proactively
implementing each of the seven key behaviors that fall
within the indices that characterize Talent Mobilizers.
Whether you’re growing talent from within or bringing in
new talent, whether you are adding roles or eliminating
them, talent mobility is an enabler of your talent strategy as
you prepare your employees for whatever happens next.
Begin the diagnostic now at http://diagnostic.lhh.com.
