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INTERNAL TALENT MOBILITY 8 www.everestgrp.com | this document has been licensed to Randstad RiseSmart EXHIBIT 3 Common pitfalls in internal mobility programs Source: Everest Group (2023) ⚫ Services-oriented solutions: Recruiters, whether external (through RPO providers) or part of an in- house team, often lead service-first approaches to internal mobility. They may leverage ideal personas and profiles of employees to match the best available talent to open positions through internal job boards. Career coaches are also an integral part of the services model. Employees who express interest in mobility and career development are mapped to trained career coaches, who guide them in creating their desired career path, identify the skills to be honed, and develop their personal brand ⚫ Coaching-led and technology-enabled solutions: Integrating the power of a technology platform with the benefits of personal support allows organizations to extract the best Return on Investment (RoI) on internal talent mobility. By combining the two streams, organizations provide employees with the flexibility of using an all-pervasive platform on their own terms, along with expert recommendations and support from a qualified career coach. Career coaches provide a human touch to the digitized solution, delivering a personal support system and bringing additional benefits of accountability and guidance However, organizations cannot achieve the desired benefits of internal mobility without planning holistically and fully committing to a culture of sustainable mobility. They may even experience dramatically reduced efficacy of their investments in internal mobility or even opposition from employees. Exhibit 3 describes some behavioral challenges that organization face on their journeys toward creating an effective program. Managerial reluctance There may be resistance to talent mobility from managers, despite an organizational program strategy in place. Managers may be unwilling to let go of their top performers because they may: ⚫ Believe they are too reliant on a select few high performers ⚫ Not want to disrupt the team dynamics ⚫ Feel short-changed on their investment in training Isolated approaches Selecting the most suitable internal mobility program is an important decision. While technology platforms are quick to implement, they fail to deliver a tailor-made experience with a human touch. A services-led approach provides high personal support, but it may be resource intensive, difficult to implement consistently at scale, and less successful in creating a culture of transparency. Employee concerns Employees may have concerns related to fear of failure or lack of initiative to project one's value to others in the organization. They may: ⚫ Not have clarity on their career direction or possibilities ⚫ Be hesitant to hold candid conversations with managers or explore opportunities outside their domain ⚫ Feel invisible in the corporate machinery or fear being marked as disloyal to their teams and managers Barriers in the way of dialogue Due to behavioral barriers, it becomes difficult for stakeholders to initiate dialogue to facilitate internal mobility. Without an open forum to discuss new milestones, or without a supportive mentor to discuss career challenges with, employees cannot go beyond the comfort of their current roles.

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