"Talent Hoarding" negatively affects Employees Career development and Growth
Nicolas BEHBAHANI
Global People Analytics & HR Data Leader - People & Culture | Strategical People Analytics Design
?? More than half of employers require workers to check with their #manager before pursuing an internal opportunity, which typically reduces the likelihood of someone exploring #career mobility options and employers offering an opportunity marketplace are 27% less likely to say their internal #leaders are “talent hoarders” when compared to those using only an #Learning Management System (LMS) for career #mobility support - even #LMS are still new, but they are already meeting the combined needs of businesses and the workforce, according to a new interesting research called "2023 Global Talent Mobility Study" published by Cornerstone OnDemand People Research Lab in partnership with Lighthouse Research & Advisory - using data from 1,060 employers and 1,000 employees across EMEA, North America, and APAC
??Talent Hoarding affects Employees Growth and Belonging
???The phenomena of “Talent Hoarding” happens?when a manager keeps a top employee on their team to the detriment of the employee or the company by limiting that employee's opportunities and Growth and this affect the sense of connectedness and #belonging
Managers are human too; “If I let my best person move on, what will happen to my team? Will I get a backfill? If I don’t get a solid replacement, I won’t hit my goals. If I don’t hit my goals…”
?The Manager-Centric Approach not chosen by High-Performer
The manager-centric approach to career mobility in EMEA is evident in how the company’s learning team sees the balance of power and responsibility in an employee’s growth trajectory. While employees put the primary responsibility on themselves, learning executives say that managers are more responsible, albeit just slightly, for that growth and development.
?Belonging connects with development and growth.
Researchers found that employee belonging intersects with #talent Development and Manager Effectiveness:
?? High Belonging employees are 190% more likely to say their manager would support their #careergrowth
?? High Belonging employees are more interested in every kind of learning: for their current job, future job, or even personal interest that may have no job impact
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?? Low Belonging employees are twice as likely to say they wouldn’t consider other career opportunities inside the business
?Stronger skills push employees to stay
Researchers found that the primary reason employees would use the project and gig functions of an opportunity marketplace is to make their existing #skills stronger and highlighted some interesting breakdowns:
Women were about 33% more likely than men to say they would like to explore projects that help them grow new or different skills.
? Employees under age 45 were about 50% more likely than those over age 45 to say they would like to explore projects that develop new connections and mentors.
? Employees in larger companies (1,000+ employees) start to shift from projects that make existing skills stronger as their number one priority to projects that let them explore other opportunities without risking their current #job
?? Researchers conclude that employees are 80% more likely to prefer technology over a manager conversation as their first option for exploring internal career opportunities. 73% of employees today want to know about career opportunities within the organization. Employers that aren’t giving them access and visibility are missing a chance to build deeper connections and maintain relationships with high-performing workers.
Thank you ??? Cornerstone OnDemand in partnership with Lighthouse Research & Advisory ?researchers team for these insightful findings:?
CEO - iSkout RPO & Fractional Executive Search & Founder of the Talent Acquisition Thought Leaders Group
1 年100% agreed. I have never understood why internal TA operates differently than external TA. If we do not recruit internally, then our competitors will and there goes the Talent. Out the door.
Researcher | Bestselling Author | Speaker
1 年Thanks for sharing my research Nicolas BEHBAHANI. I appreciate the thoughtful insights and perspective!
HR Strategist. Lecturer and International Speaker on HRM and Value Management.
1 年Thank you for sharing Nicolas - I had not given this a lot of thought recently. In essence I am all in favour of staff mobility within the organisation as this provides people with a wider knowledge of the business. However, I think that there needs to be a balance between the needs of the organisation and that of the employee. As you know, there is a shortage of skilled people at the moment and it may be that some people will have skills and experience that are not easily replicated (in a timely manner) and this can result in a reduction in mobility - at least until others can be trained (this is where good succession planning is a must- have if companies are to retain skills whilst also encouraging mobility in order to provide employees with the development and growth required to sustain organisational development).
Speaker, Author, Professor, Thought Partner on Human Capability (talent, leadership, organization, HR)
1 年Nicolas BEHBAHANI Fascinating research again. Thanks for posting. We have worked in companies to determine what makes an effective leader which includes behaviors (360) that indicate potential and outcomes that indicate results. Often the primary outcome is financial, but in a few companies a key leader outcome is the "contribution of talent" to the organization. Just like a leader would be expected to contribute money to the organization, a leader can contribue talent ... so the companies created an ingress (take in talent from others) and egress (contribute talent to others) score for each leaders. Like cash flow, the expectation varied by business condition, but it was a metric for leaders building leadership. This research confirms the relevance of this metric. It also points out that the responsibillity for one's leadership or career development iis shared by the organization (HR practice), immediate supervisor, and oneself (primary accountable). So, again, helpul research to confirm good management practice.