Developing talent – better get moving!

Chiumento is part of Arbora, a global partnership of career firms. I’ve recently been working on a new website for Arbora (I’ll blog about that when we go live) and during the course of this project I’ve visited the website of every partner organisation. Across the Americas, Europe and Asia Pac, that’s 27 websites! A number of things have struck me. There are many consistent themes – flexibility, personalisation, commitment and all the things that I guess you would expect from a career transition or career management partner whether you are the paying client or the individual recipient. But the thing that really struck a chord with me is how many organisations around the world are talking about talent mobility.

Here in the UK, mobility has been on our radar for some time. We think it is going to get higher and higher on everyone’s talent agenda in the coming months and years as the economy very slowly gets some colour back in its cheeks.

And it’s a complex agenda. For organisations it’s around driving performance, building engagement and realising potential.  For managers, that may very possibly mean saying good bye to a star performer. Are they prepared (or willing) to even consider that, let alone encourage it?

For some individuals, mobility can also be an issue.  We subscribe fully to the view that an individual’s career should be owned by them, not their current employer. This is a surprisingly difficult concept for many to grasp. A big part of our career management work is based on helping people get their heads around this and giving them to the tools and knowledge to make concrete and credible career plans.

We also talk about the ‘price of entry’ – another concept that some need coaching to fully grasp and take advantage of.  Be it retraining, a sideways move, relocating or taking a drop in salary, there can often be a trade-off for the individual looking for the perfect career move. For some, the task of evaluating and marketing their transferrable skills (internally or externally) can be a challenge and this will in itself be a barrier to their mobility.

We constantly meet people through our outplacement work for whom mobility is very simply about landing the right role for them, wherever in the world that may be. We are seeing more and more collaboration with our Global Partners as individuals are looking at London as the base for the next phase of their career journey. It really is a small, small world!

My sense, as I said at the top of the blog, is that talent mobility will become increasingly important for businesses and I am sure that the ones that embrace and encourage the movement of talent around their organisations will be the ones that thrive.

Mike Burgneay
Client Development Director

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