Talent Mobility Planning

Dear Talent Acquisition, HR Leaders & Hiring Managers, quick reality check: Before you drop that fancy new job ad into the streets of LinkedIn, have you actually looked around to see if someone already on your team could step up? Maybe with a bit of training, coaching, or actual support? Because let’s be honest, growing your own talent is faster, cheaper, and a whole lot less painful than onboarding a new hire who’ll spend three months just figuring out which Slack channels matter, who actually approves expenses, what your weird abbreviations stand for, and what on earth “TTFN” means in your team chat. Reskilling and upskilling beats layoffs, redundancies, and those cringey “it’s a performance thing” conversations. Every. Single. Time. Also, and this part is important; your people aren’t daft. They see what’s going on when John gets “performance managed” out the door on Friday and magically, on Monday, a new job posting shows up that looks suspiciously like… John’s job. If you really value your people, prove it. Redirect their skills, tap into their potential, and give them a chance to grow, instead of quietly swapping them out like the last iPhone. Internal mobility isn’t a corporate buzzword, it’s basic business sense. So before you post that ad (or draft that layoff list), check your bench. You might be sitting on exactly the talent you need. #Careers #Layoffs #Upskill #CareerDevelopment #InternalMobility

*Building Future-Ready Talent Begins from Within* In today’s dynamic business environment, one of the most strategic decisions we can make as HR leaders is to place our trust—and our investment—in the talent we already have. Internal training and career development are not just HR priorities; they are business imperatives. When we enable our people to grow from within, we don't just retain knowledge and experience—we build an agile, motivated, and future-ready workforce. At Lupin, we are committed to building a learning ecosystem that supports every individual’s career journey, across geographies, functions, and levels. Here’s how I feel we can bring this vision to life: * Structured Learning Pathways: Tailor programs that align individual aspirations with business needs—from technical upskilling to leadership development. * Talent Mobility Frameworks: Encouraging cross-functional and cross-border movement to unlock diverse experiences and foster a truly global mindset. * Digital Learning Ecosystem: A blend of AI-powered platforms, microlearning modules, and virtual academies that make learning accessible, adaptive, and always-on. * Manager as Career Coach: Empowering leaders to have meaningful career conversations and champion internal talent growth. * Data-Driven Development: Leveraging people analytics to identify skill gaps, predict growth trajectories, and personalize development journeys. The goal is to ensure that every employee, regardless of where they begin, can envision and realize a fulfilling career within the organization. Because when people see a future here, they build the future with us! #FutureReady #TalentDevelopment #StrategicLearning #AgileWorkforce Ajay Tiwari Arnabi Marjit Sanjay Mishra Bahar Shaikh Turlough Gorman Ashutosh Kotwal

𝗔𝗿𝗲 𝘆𝗼𝘂 𝗽𝗹𝗮𝗻𝗻𝗶𝗻𝗴 𝗳𝗼𝗿 𝘁𝗼𝗱𝗮𝘆’𝘀 𝗿𝗲𝗮𝗹𝗶𝘁𝘆 𝗼𝗿 𝘆𝗲𝘀𝘁𝗲𝗿𝗱𝗮𝘆’𝘀 𝘀𝘁𝗿𝘂𝗰𝘁𝘂𝗿𝗲?    When I first started out in my career, the world of work looked very different.     Most people stayed in the same job – even the same company – for many years, sometimes decades. Roles were clearly defined, often with fixed hierarchies and long paper trails. Teams were almost always co-located, and workforce planning largely meant headcount forecasting based on fixed job descriptions.    Fast forward to today, and work looks nothing like that. AI advancements have reshaped entire industries. New skills are emerging in months, not years. Geopolitical shifts are affecting access to talent and cost in ways business leaders couldn’t have predicted five years ago.     But too often, workforce strategies are still rooted in that old approach, usually accompanied by long hiring cycles or rigid structures.     To truly tackle today’s challenges, strategies should be led by the outcomes the business needs to achieve – whether that’s accelerating digital transformation, expanding into new markets, or delivering complex, high-impact projects at pace.    David Barr, who leads the Robert Walters Outsourcing business, sums it up well:  "The future of workforce planning isn’t about the worker. It’s about the work that needs to be done."    This shift in mindset changes the questions leaders should be asking.     For instance, instead of asking: What roles do we need to fill?  Think about: 𝗪𝗵𝗮𝘁 𝗼𝘂𝘁𝗰𝗼𝗺𝗲𝘀 𝗮𝗿𝗲 𝘄𝗲 𝘁𝗿𝘆𝗶𝗻𝗴 𝘁𝗼 𝗱𝗲𝗹𝗶𝘃𝗲𝗿?    And in place of: What qualifications or experience do we need?   Consider: 𝗪𝗵𝗶𝗰𝗵 𝘀𝗸𝗶𝗹𝗹𝘀 𝗮𝗿𝗲 𝗰𝗿𝗶𝘁𝗶𝗰𝗮𝗹 𝘁𝗼 𝗮𝗰𝗵𝗶𝗲𝘃𝗶𝗻𝗴 𝘁𝗵𝗼𝘀𝗲 𝗼𝘂𝘁𝗰𝗼𝗺𝗲𝘀?  That’s where capability-led planning comes in. It can help organisations build on traditional hiring models beyond permanent and temporary by adding more flexible ways to access the skills they need – when and where they need them.      For example, say you’re looking to build a team with in-demand tech skills that are difficult to recruit for. Instead of trying to fill permanent positions, a hire-train-deploy (HTD) model can help you access early-career talent, trained specifically for your needs and ready to deliver from day one.     Or, if your team needs expert support for a critical project but adding to your headcount isn’t an option, a resource augmentation approach is a good solution. It gives you access to experienced, on-demand consultants with specialist skill sets – along with the flexibility to scale up or down as needed.      Yes, this kind of planning may take more thought upfront. But it creates a workforce strategy that can evolve as fast as the world around it.     How are you progressing your workforce strategy to meet what’s next? 

Workforce Planning (WP). Here's my cheat sheet for using aspects of scenario planning for WP. Many WP efforts still operate as static, once-a-year exercises often built around a single business scenario. But what if that scenario doesn't happen? My cheat sheet has examples to help you think through: 👉 BUSINESS CONTEXT 1/ Business Scenarios ↳ What plausible business scenarios might we face over the next 24 months? 2/ Scenario Assumptions ↳ What evidence, assumptions, data, or trends suggest these scenarios are likely and worth planning for? 3/ Scenario Triggers ↳ What leading indicators would suggest a scenario is more likely to occur? 4/ Scenario Business Impact ↳ How would each scenario affect business goals (e.g., growth, sales)? 5/ Base Scenario (Most Likely) ↳ Which scenario do we believe is most likely to happen? What are we basing this on? 👉 TALENT IMPLICATIONS 6/ Plan for Base Scenario ↳ For our base business scenario (what we expect), what are the key aspects of the workforce plan? 7/ Directional Plan for Alternate Scenarios ↳ For each alternate scenario, what directional adjustments would be required in our base plan? 8/ Common Talent Themes ↳ Are there shared or common talent-related needs or risks that appear across multiple scenarios? 9/ Common Talent Actions ↳ What talent actions will be required across all of our possible scenarios? (Helps prioritize shared actions.) 👉 EXECUTION FACTORS 10/ Decision Triggers ↳ Based on the scenario triggers, what thresholds would indicate we should begin shifting from the base plan to an alternate one? (Helps get a head start). 11/ Risk Mitigation ↳ What talent-related risks are introduced by each scenario, and how can we mitigate them proactively? 12/ Communications Needs ↳ What communications guidance would different stakeholders need under each scenario? 13/ Key Stakeholders ↳ Who needs to be involved in scenario-based workforce planning and execution? How do we align? 👉 A few more thoughts: ↳ This isn’t about creating multiple workforce plans ↳ It’s about planning for the base scenario while... ↳ gaining directional insights into how plans might flex ↳ This helps us respond effectively if scenarios shift ↳ Even high-level insights are better than none at all ↳ Whether you use these questions or not, start today ↳ Doing so will prepare you for what the future brings ❓Did anything here resonate with you? What would you add or change? Let me know. ♻️ Repost to help others strengthen workforce planning 🔔 Follow Brian Heger for daily HR insights #hr #humanresources #workforceplanning

There won’t be a “job apocalypse” because of AI — but there will be job chaos. Here’s the key insight: by 2028–2029, the number of jobs created by AI will surpass those eliminated (source: Gartner 2025). However, more than 32 million jobs will change significantly every year. This isn’t the end of work — it’s the reshaping of what work looks like, the skills we need, and how teams operate. What this means for People and business leaders: Redesign the work, not just the roles. Break jobs into tasks and decide what to automate, what to augment with tools, and what must remain fully human (judgment, relationships, creativity). Enable internal mobility. Build bridges between roles at risk and emerging ones through short training paths, mentorship, and project-based transitions. Refocus learning. Emphasize critical thinking, data fluency, digital collaboration, and responsible use of tools. Simplify governance. Clear policies, human oversight for sensitive tasks, and strong data protection are essential. Measure what matters. Go beyond productivity — track employee experience, retention, and fairness in opportunities. A practical plan: 1. Rapid assessment: Identify 10 critical roles, map their tasks, and evaluate automation potential. 2. Pilot projects: Focus on measurable outcomes like quality, cycle time, or customer satisfaction. 3. Learning paths by role: Choose three essential skills and embed weekly practice. 4. Transparent communication: Share what’s changing, why, and how progress will be measured. Final thought: AI doesn’t erase jobs — it moves them. Those who plan now will lead the talent economy of tomorrow.

As a talent leader, I am continually reminded of the importance of nurturing and retaining the talent that already exists within our team. In today's competitive landscape, striving to keep our top performers should never be overlooked, as they are the cornerstone of our continued success. LHH’s latest publication, "A Guide to Successful Internal Mobility Programs," offers a comprehensive collection of practical insights and proven approaches for fostering employee growth from within. This guide guides CHROs and talent leaders on how to enhance internal talent development strategies. It emphasizes that internal mobility is not just an HR initiative, but a strategic lever that can unlock immense value for both individuals and the organization as a whole. This guide outlines how organizations can initiate, or refine, their internal mobility programs. It explores how these programs positively impact employee engagement and retention, and shares data-driven tactics that are effective in top organizations. Whether your goal is to help team members advance their careers, transition into new roles, or explore different areas of the organization, this resource provides a thoughtful starting point. Investing in internal talent not only benefits our employees but also drives organizational agility and innovation. I encourage every leader and manager to consider how these insights can be integrated into your ongoing development efforts. Together, let's foster an environment where our team members feel supported, empowered, and motivated to grow within our organization. Read the full guide here: https://lnkd.in/eXRPA3-q #CareerDevelopmentMonth #InternalMobility #Leadership #TalentManagement  

As we continue to navigate a world of work that is always changing, organizations can’t always rely on external hiring to keep pace and acquire the skills they need. Companies need to build pathways for their employees to flex into new skills and roles, giving them a reason to stay and a way to grow. LinkedIn data reveals that companies prioritizing internal mobility retain employees for an average of 5.4 years, compared to just 2.9 years for those that don't. And even thought companies know internal mobility is critical, they are facing challenges in delivering. Cultural barriers often make internal moves taboo, ownership and accountability within HR is murky, and most companies don’t have a clear picture of their employee skill set and competencies. Sound familiar?   Here are two perspectives that I believe can support us as talent leaders on this journey:   TAKE A SYSTEMIC APPROACH: As mentioned above, cultural barriers can make internal moves difficult. To unlock these we need to take a systemic approach. For example: If a key blocker for internal mobility is the behaviour of managers who are keeping top talent in their teams, it might be necessary to look at relevant reward systems as well as integrating internal mobility as an expectation into the role expectations of managers (e.g. rewarding managers for exporting talent into other parts of the business). To take a systemic approach I am using a model that looks at the interplay of structures, dynamics and culture developed by Rosemary Napper (TAWorks) which has become my frame of reference with which I view and approach organisational change. See my article here for further reference: https://lnkd.in/e442ttSj TAKE A SKILLS-FIRST TALENT APPROACH: Using a skills-first talent approach, companies can drive internal mobility by:  - Understanding employee skill sets and giving employees access to skill insights to guide their own career development.    - Taking a skills-first approach to hiring through sourcing qualified internal candidates who have the skills, values, and preferences they're hiring for.  - Investing in outcome-led learning, where employees are prepared for and knowledgeable about mobility opportunities.  - Internal mobility helps companies match employee skills and growth with business needs and opportunities. I am looking forward to discussing this topic with Francesca Felet, Director Insights, LinkedIn,Severine Fiegler, Global VP HR Talent Network, Infineon and Joel Nielsen, Chief Regional Talent Management Team, UNHCR at #TalentconnectDACH   #TalentconnectDACH #InternalMobility #SkillsFirstTalentApproach #SystemsLens

Internal mobility has been rising as a retention and engagement strategy, and according to Greg Lewis with LinkedIn, it remains a challenge for individual contributors. I believe this is because while mobility brings benefits like engagement and retention, it also poses risks around fairness, transparency, skills gaps, and operational disruption. Relying solely on additional 'gig' work and projects without proper support may lead to burnout, disengagement, or a sense of quiet promotion if employees feel they are taking on more without recognition. Providing visibility and support for internal openings, rotations, special projects, and mentoring is crucial. However, to truly enable a vibrant internal mobility ecosystem that grows and retains employees, companies must help employees understand the skills needed for current and aspired roles while clearly communicating mobility opportunities, requirements, and expectations. With thoughtful policies, open communication, training, and onboarding support, companies can maximize the advantages of internal mobility while minimizing risks and disruptions. By taking an interconnected, systemic approach, the individual components can combine to produce lasting overall results. The key is empowering employees by creating an environment where they feel supported in pursuing development opportunities. #talentmanagement #talentdevelopment #workforcemanagement #futureofwork #workforceplanning

Commercial goals without workforce strategy is strategy theater. Too many executives set revenue targets in isolation. Then they wonder why execution fails. If your people strategy is not part of the planning room, you are not building a business. You are making a wish. First, every commercial goal has a people cost. New markets require talent footprint. Growth targets demand leadership capacity. If headcount, capability, and capacity aren’t scoped alongside ambition, your goal is fiction. Second, planning in silos creates waste. Marketing builds campaigns. Sales hires reps. Finance allocates spend. But no one checks if the talent engine can support the plan. This leads to hiring freezes in growth periods and burnout in scale-up moments. Third, talent is time-sensitive. Pipelines for critical roles often take months. Training takes longer. If you align people needs after the strategy is locked, you are already behind. Strategy without timeline-sensitive workforce planning is misalignment in disguise. Fourth, workforce constraints are strategic data. Leaders fear sharing talent gaps because they don’t want to appear resistant. But when you ignore those signals, you hide risk. Better to adjust now than fail quietly later. Fifth, cross-functional input sharpens goals. When HR, finance, ops, and sales align on what’s possible with the current talent, the plan becomes real. Trade-offs become visible. Assumptions get pressure-tested. Strategy must include talent from day one. Anything less is a performance you’ll regret. If your workforce strategy isn’t in the room, your plan isn’t real. Learn more by reading the Talent Sherpa substack at https://buff.ly/BhSC0Wa

One of the most underappreciated challenges in large organizations? Talent stagnation. We talk about hiring the best, but we don’t always address what happens after employees are hired. Top performers get pigeonholed, and those with the greatest potential plateau because we don’t have a plan for their growth beyond their current role. You know it’s happening. Your best people stay, but only because they don’t know what else to do. They outgrow their positions, yet they’re stuck. This isn’t about poor performance. It’s about lack of opportunity. And what’s the cost of that? Employee turnover is expensive—not just financially but in lost knowledge, missed innovation, and a toxic ripple effect across teams. The truth is, employees don’t leave organizations—they leave stagnation. They leave when they see no future for themselves. When their potential isn’t nurtured or seen. Here’s the shift we need: internal mobility shouldn’t be a nice-to-have. It’s a real strategy for retention and growth. Too often, we treat talent development like it’s a race to the top, leaving most employees nowhere to go but out the door. What if we invested in building internal pathways for development? What if we helped employees grow laterally—into new roles, new challenges, new environments—rather than just focusing on upward climb? This is the change we need: From a linear career path to an ecosystem of growth. It’s seeing your people not as assets to be managed, but as individuals with potential waiting for the chance to thrive. We need to stop filling roles—we need to build roles for people to evolve into. When your talent is engaged in meaningful work and sees growth opportunities, retention is no longer an issue. You create an environment where top performers don’t just stay, but invest in the company’s success. This is the work we do. We help organizations create mobility pathways that engage and retain top talent. We help teams turn stagnation into growth—for your people and your organization.