Three key steps for an effective talent mobility strategy

Laura Flynn outlines how talent mobility can drive agility and growth with three essential steps for aligning strategy, talent and succession planning

Organisations can’t predict the future, but they can prepare for it. When done right, talent mobility delivers organisational agility, resilience, and competitive advantage. It enables global expansion, supports integration across international firms, and develops critical future leadership pipelines, while ensuring the right people are in place to deliver organisational objectives for large companies focused on expansion.

While talent mobility requires an investment in people, it typically delivers a return on this investment (ROI).

In EY’s 2024 Mobility Reimagined Survey, 67 percent of companies with evolved mobility for talent reported a positive return on investment. Immediate returns are evident in lower recruitment costs and faster time-to-action for existing employees compared with new hires.

Longer-term returns are achieved by developing a more skilled, integrated and engaged workforce.

Our latest EY Mobility Reimagined Survey highlights a clear gap: while 90 percent of employers see the benefits of aligning mobility with organisational goals, only 30 percent achieve this integration. Talent mobility is a critical component of business planning and requires a formal strategy.

We have identified three core areas where effective mobility programmes can drive meaningful impact: strategic alignment, talent linkage and succession planning.

1. Strategic alignment: connecting mobility to organisational goals

Organisations must lock down talent mobility functions that align with broader business strategies. This strategic alignment of mobility with the overall strategy is necessary for enhanced overall performance.

By integrating mobility into the core organisational strategy, companies can address talent shortages and respond to changing market demands with confidence, rather than being caught off guard and scrambling for solutions.

Companies with strong mobility functions are 1.7 times more likely to grow and improve operations than those who consider mobility as a nice-to-have instead of a must-have.

2. Talent linkage: attracting, retaining and developing talent

Finding and keeping the best employees is the holy grail for companies. The survey reveals that only 52 percent of employers find it easy to source the global talent needed to meet their business needs, with 74 percent reporting that it takes more than a year to fill senior roles. Structured talent mobility programmes should be as essential to businesses as Wi-Fi.

To support organisational needs, it doesn’t get more fundamental than having the right people in the right place at the right time.

A strategic mobility programme supports organisational strategy and needs and can enhance the employee experience. Part of an attractive culture is providing your people with access to opportunities. When employees see a clear path for career growth and personal development, they are more likely to stay engaged and committed.

A strong mobility programme opens multiple avenues for career progression and promotion. Where staff see themselves in five years should have a range of potential answers across position, responsibilities, and geography.

3. Succession planning: preparing for the future

Succession is about planning for what’s next. Beyond filling positions, it’s about strategically placing the right talent to drive the organisation forward.

Talent mobility is critical to effective workforce planning, enabling the proactive identification and development of internal candidates for future leadership and key roles.

By enabling and supporting employees in moving across function and location, organisations can gain deeper insight into capabilities, readiness and potential. Succession planning, including a mobility strategy, leads to stronger leadership pipelines and greater employee engagement and retention.

A path forward

The EY Mobility Reimagined Survey highlights the importance of these three themes in building a strong and resilient talent strategy.

By focusing on succession planning, enhancing talent linkage and ensuring strategic alignment, organisations can position themselves for success within an exceptionally competitive talent pool.

Embracing these principles will help companies attract and retain top talent, leading to a more agile and capable workforce ready for future challenges.

Laura Flynn is Partner and Head of People Consulting at EY Ireland