Part of the talent strategy cluster. This is educational, operational guidance that connects to the wider site — the employee lifecycle, employer operations, metrics and templates.
Adapt it to your strategy, capability needs and context.
Why it matters
At the executive level, moving talent to where it is needed decides whether the business has the people it needs to deliver. A clear strategy turns capability needs into priorities and programs, instead of reacting role-by-role.
Strategy connects capability to outcomes.
Key concepts
- Open internal opportunities.
- Match capability to need.
- Support careers to retain.
- Reduce external hiring where possible.
Operational framework
- Set the strategic objectives and target capabilities.
- Map current vs needed capability.
- Design the programs and priorities to close the gap.
- Connect to workforce planning and the lifecycle.
- Govern, measure and report on a cadence.
Workforce considerations
- Which moves the strategy needs.
- How opportunities are surfaced.
- How readiness is developed.
- How mobility supports retention.
Common challenges
- Hoarding talent in teams.
- Opaque opportunities.
- No readiness development.
- Mobility seen as loss.
Best practices
- Make opportunities visible.
- Develop readiness for moves.
- Reward releasing talent.
- Track internal mobility.
Common mistakes
- Talent hoarding.
- Hidden opportunities.
- No development.
- Punishing releases.
Measure this with the employee development metrics metric, put it into practice with the employee development plan template, and run it as a system via employee development plans.
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