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INTERNAL TALENT MOBILITY 11 www.everestgrp.com | this document has been licensed to Randstad RiseSmart While the benefits of internal talent mobility are evident to all, an integrated approach helps achieve these benefits in a more systematic and effective way by: ⚫ Facilitating cultural and mindset change: The inability to engage in effective conversations around internal mobility is a major barrier to success. Coaching for executives and managers helps them understand the benefits of internal talent mobility and embrace the change, and enhances diversity in the long run. It also helps employees to broaden their perspectives on their goals and passions and helps them feel more comfortable in seeking jobs internally ⚫ Driving greater adoption: Coaching offers direction and support to facilitate ideal career decisions and seamless transitions. In addition to the mindset change, the technology for internal talent mobility enables employees to obtain visibility into the opportunities within the organization. The right balance between coaching and technology can help increase employees' program adoption ⚫ Empowering employees: This approach enables employees to be more prepared and in control of their career trajectories. It helps prepare them for critical conversations, strengthen internal networks, and improve visibility. It also helps plan for success in their current and future roles, explore skills, and identify knowledge gaps A playbook on nurturing internal talent mobility An effective internal mobility program should be a uniquely tailored process for each enterprise. While there are multiple factors that can affect an enterprise's decisions, the following roadmap can help increase adoption and drive change across organizations: ⚫ Formulate a long-term vision and obtain buy-in from key leadership: The leadership should define the key objectives it seeks to fulfill through an internal mobility program. A long-term vision and holistic outlook to internal mobility is critical to ensuring company-wide success. Companies should aim to become skills-based organizations, in which talent is valued based on its additions and abilities, rather than designations or tags. It is also important to ensure participation from all business functions. Without proper buy-in from all leaders, disjointed and unorganized efforts will not yield the desired benefits ⚫ Focus on the right stakeholder mindset: Fostering an atmosphere conducive to internal mobility involves shaping the attitudes of all the stakeholder groups involved. Communicating and promoting the values and benefits of mobility, along with fostering a supportive culture, is crucial for employee participation. Employees should be encouraged to acquire new skills, explore different roles, and take on challenging assignments. Similarly, team leaders should be motivated to encourage talent mobility and not be afraid of "losing" resources. Long-term organizational benefits should be paramount ⚫ Strategize change management to orient the organization toward mobility: Integrating mobility into the talent management process and developing mobility-friendly policies and structures is vital for the success of internal mobility programs. Providing easy access to internal job postings, streamlining the application process, and providing relevant L&D resources will help reduce barriers in the way of talent mobility. Minimizing subjective criteria and ensuring transparency in selection procedures helps inculcate employee confidence in the program. Removing hard qualification requirements can also help increase application rates and find an unlikely match

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