In-house talent mobility not utilised
17/10/2011
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Despite more than half of HR managers expecting to expand their workforce within the next 12 months, most Australian businesses do not harness the potential of in-house mobility.
New research from consultancy firm Taleo revealed the value of utilising an employee’s skills across sectors within organisations (known as ‘talent mobility’) as a strategic tool which increases productivity and reduces costs.
Jason Blessing, executive vice president, products and technology, Taleo said poor use of talent mobility is inhibiting growth in Australian companies.
Blessing said in light of economic uncertainty, utilising talent mobility is the most efficient and cost-effective way to staff key initiatives and special projects.
“[Talent mobility] should be a key component of an organisation’s talent management strategy,” he said.
According to the survey, 60% of HR leaders do not believe they have the right people in the roles that best match their skills set.
Currently the main roadblocks stopping increased mobility are poor data and inadequate systems in place to facilitate seamless mobility.
According to the research paper, while most organisations are supportive of increasing their in-house mobility programs, HR battles:
- A lack of visibility into talent gaps and opportunities
- Inadequate quality and reliability of employee talent data
- A lack of systems and technology to support talent mobility initiatives
Further, an in-house mobility program can help companies reduce their overall expenditure on recruitment, as well as increase both productivity and engagement.
“It takes a comprehensive talent management infrastructure to give decision makers the talent Intelligence they need to understand where the top performers are in their organization, and who has the expertise to drive strategic growth initiatives,” Blessing said.
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