I’m going to have a shot at writing this piece without using the ‘U’ word.
Let’s see how I fare.
I’m fascinated & excited to see if this some of the outcomes from all this disruption and upheaval are positive and sustainable new ways of working. There’s already been extensive coverage of how it will accelerate a shift to greater long-term home working with more employers (admittedly forced for some) to trust staff working remotely and assess them by output, rather than presence.
I’m also interested that as employers wrestle with business planning in a very volatile world whether they’ll place greater stock on the staff they already employ and look to harness them better, as opposed to instinctively looking externally to fill key positions.
Few large companies have cultures of internal mobility that can help meet skill shortages, prepare the next generation of leaders, and fuel a virtuous talent cycle.
Which raises the question: Why do so many organizations overlook their greatest source of talent—themselves? Large companies employ tens of thousands of people across geographies, industries, and functions.
Yet it’s not unusual for recruiters to be completely unaware that the best candidate for a position may already work inside the organisation.
In fact, the culture at many employers actively discourages managers from “poaching” workers from other functions.
Overcoming these hurdles effectively requires specific tactics and HR-based systems. But, more than that, it requires leaders to build and support a culture where people at all levels are encouraged to—and even expected to—look internally for personal growth and new challenges.
best-practice thinking in leadership development embraces mobility for managers: Rotate your up-and-comers through various functions and units and you’ll give them a chance to round out their skills and prepare for general management. It’s a simple model—deceptively so. Mobility as a leadership development strategy can go wrong in many ways. It can disrupt operations and undermine accountability because people may not be around to enjoy or suffer the outcomes of their decisions. Additionally, those who stay put may feel demoralized—if they’re stuck in the same job too long, continuing in that position starts to seem like a failure. Mobility can also become an unduly expensive proposition, especially when moves involve international assignments or frequent relocations. And it can become an end in itself, causing other strategic and