1. www.lhh.com | 1 MOBILIZING YOUR WORKFORCEUnderstand, Develop
and Deploy Talent for Success 2015 TALENT MOBILITY RESEARCH
REPORT
2. 2 | 2015 Talent Mobilty Research Report The 2015 Talent
Mobility Research Report exposes the barriers to understanding,
developing and deploying talent that may be hindering an
organizations ability to meet revenue growth objectives. Table of
Contents Executive
Summary..................................................................................................3
Introduction...................................................................................................................4
About Our
Study...........................................................................................................4
About Talent
Mobility.................................................................................................5
Findings...........................................................................................................................6
Quantitative
Results....................................................................................................7
The Facts about Understanding
Talent...........................................................10
The Facts about Developing
Talent...................................................................12
The Facts about Deploying
Talent......................................................................14
Insights
.........................................................................................................................16
The Future of Talent Mobility: Practical
Solutions........................................ 17
Conclusion...................................................................................................................
20 Take the
Diagnostic..................................................................................................21
About
LHH....................................................................................................................
22
3. www.lhh.com | 3 The 2015 Talent Mobility Research Report
presents the findings of Lee Hecht Harrisons ongoing study
measuring the specific talent mobility behaviors and gaps
demonstrated by representative business organizations. While
companies recognize the significance of talent mobility, creating a
truly mobile workforce remains elusive for many. This report
provides insights into the challenges organizations face in
mobilizing their talent and implementing an effective talent
management strategy. It then offers some practical solutions for
meeting these challenges. Most organizations value assessment and
have formal processes in place to review employee performance.
Nevertheless, respondents report that many managers and
organizations generally have, at best, only a middling
understanding of their people, their strengths and their
development needs. Organizations are missing key evaluation and
coaching opportunities. As a result, performance may suffer and
growth may be hindered. Mobilizing a workforce means equipping
people to take on new responsibilities or move quickly into new
roles as business needs require. Respondents identified a number of
ways in which organizations are falling short on this front.
Managers are not being coached on when and how to hold effective
career conversations nor are they being held accountable for
developing their people. Organizations do not always support
internal networking, career planning and development, or employee
self-empowerment. In general, organizations are strongly committed
to hiring internally, and they make formal efforts to inform
employees Executive Summary of open positions. However, gaps in
deploying talent remain. Respondents report that many managers lack
a mobility mindset and many organizations fail to offer job
rotation or redeployment opportunities. While organizations face
hurdles, there are practical solutions they can implement to
address their talent mobility challenges: Assign a senior leader to
serve as a champion who can communicate the importance of talent
mobility across the organization. Address manager mindsets and
career conversation skills through seminars, workshops or
one-on-one coaching. Ensure that the lessons learned are
sustainable by creating coach-facilitated leader-coaching circles.
Make career conversations part of performance reviews. Sponsor
employee resource groups and networking groups to promote internal
networking. Support employees with skill-building workshops
designed to help them take control of their own career development.
Provide easily accessible online tools and resources supporting
internal movement of talent. Recognize the importance of
redeployment and outplacement for preserving workforce morale,
engagement and productivity. The 2015 Talent Mobility Research
Report exposes the barriers to understanding, developing and
deploying talent that may be hindering an organizations ability to
meet revenue growth objectives. It identifies the behaviors
organizations should be supporting to mobilize their talent. The
lines of action required to mobilize workforces are now clear.
4. 4 | 2015 Talent Mobilty Research Report Findings from Lee
Hecht Harrisons 2015 Talent Mobility Research Report reveal that
most organizations75 percentrecognize that talent mobility is at
least moderately important to an effective talent management
strategy. In fact, well over 40 percent recognize it as extremely
or very important. Nevertheless, a majority of organizations85
percentalso identify themselves as failing to demonstrate key
behaviors linked to effective talent mobility and report that their
talent management strategy is, at best, only moderately effective
(46 percent say moderately; 27 percent say slightly; 13 percent say
not at all). These are among the noteworthy findings of a recent
study conducted by Lee Hecht Harrison (LHH). The 2015 Talent
Mobility Research Report suggests that companies know they should
be mobilizing talent but are failing to do so and are struggling,
as a result, to implement effective talent management strategies.
Two questions naturally present themselves: What are the barriers
preventing companies from mobilizing talent and realizing a fully
successful talent management strategy? And what can companies do
about them? The LHH study yields several key findings and insights.
About Our Study Lee Hecht Harrison developed a diagnostic tool that
allows organizations to measure their performance in relation to
the three essential behavioral components of Talent Mobility as
defined by LHHUnderstand, Develop and Deploy. Respondents were
asked to assess how consistently organizations, managers and
employees implement these behaviors, which are known to mobilize
talent effectively when practiced at least 50 percent of the time.
Their responses enabled us to determine where their organizations
stand on the Talent Mobility continuum and how effectively they
understand, develop and deploy their talent. Introduction This
report is based on a diagnostic survey of 257 organizations from
more than 20 industries conducted from October 2013 through
December 2014. Eighty percent of respondents occupied managerial or
higher positions, and 55 percent occupied VP or higher positions.
Fifty-one percent of respondents were drawn from human resources,
16 percent from organizational development and training, and a
further 16 percent from executive leadership. Thirty-six percent of
responding companies generated revenues of more than $1 billion
annually, and 45 percent employed more than 3,000 people. About
Talent Mobility The Definition Talent mobility can be defined as an
integrated talent management process supporting talent movement
that hinges on an organizations ability to effectively understand,
develop and deploy talent in response to business needs.
Organizations that effectively understand their workforce equip
managers to assess employees accurately and actively communicate
career plans and opportunities. Those that effectively develop
their workforce provide employees with opportunities for increasing
skills and experience, while holding managers accountable for
building the competencies of immediate reports. And those that
effectively deploy their workforce fill gaps through internal
recruitment, provide employees with the tools to assume new roles,
and recognize redeployment and outplacement as critical components
of the talent mobility lifecycle. When an organization employs a
talent strategy that succeeds on all three fronts, it can be
described as a committed talent mobilizer.
5. www.lhh.com | 5 The Business Context The emergence of talent
mobility as a key business concern can be tied to todays
increasingly fluid and challenging competitive landscape. In the
face of relentless change, organizations are under mounting
pressure to develop highly adaptable employees able to embrace
evolving business conditions, new business opportunities and
shifting strategies. With a mobile workforce always learning and
always prepared for whats next, the organization is better equipped
to absorb churn and attrition and change course quickly. In
addition, the emphasis on self-directed career development that
figures centrally in any well- conceived talent mobility strategy
has been shown to drive engagement and mitigate retention risk. The
organization benefits from a deep pool of talented employees who
are more productive, engaged and capable of taking on new
challenges, assuming higher levels of responsibility and meeting
increased demands to drive business growth. The Challenge What,
then, accounts for the difficulty organizations have in building a
more mobile workforce and realizing its benefits? When asked
directly, over half of respondents identify their organizations key
challenge as a lack of understanding of what talent mobility is and
how it can be leveraged. While talent mobility has multiple
components, most organizations are fully capable of navigating
complexity, especially when the stakes are high. The LHH study
reveals a more nuanced picture of the obstacles when it probes
organizations on their record of understanding, developing and
deploying talentthe essential components of a talent mobility
strategy. Key Challenges Keeping Talent Mobility from Being
Effective Lack of organizational understanding of what Talent
Mobility is and how it can be leveraged There is no strategic
approach in place to identify future talent needs Talent
territorialism among key stakeholders Lack of prioritization of
Talent Mobility by organizations Lack of clearly defined roles and
responsibilities among key stakeholders for the development and
inclusion of Talent Mobility Lack of infrastructure to help connect
employees with potential opportunities outside of their immediate
role Little or no focus on developing talent to meet future needs
of the organization Organizations do not provide key stakeholders
with the tools necessary to practice effective Talent Mobility Top
challenge Second challenge Third challenge 24% 21% 11% 9% 14% 6% 8%
6% 15% 16% 18% 13% 11% 12% 7% 9% 13% 13% 13% 15% 10% 14% 13% 9% 53%
50% 42% 37% 35% 32% 28% 34%
6. 6 | 2015 Talent Mobilty Research Report Findings
Quantitative Results Organizations that are committed Talent
Mobilizers consistently (at least 50 percent of the time) exhibit
all of the behaviors associated with Understand, Develop and
Deploythe three essential indices of Talent Mobility. They also
espouse a more proactive approach to Talent Mobility than other
organizations do. We asked respondents to rate how consistently the
following behaviors were being employed at their organizations.
Base: All respondents. bR j Understand Develop Deploy
7. www.lhh.com | 7 Understand Nearly Always/ Always Frequently
Sometimes Rarely Never Not Sure The manager holds regularly
scheduled performance reviews Our organization conducts periodic
employee surveys to measure engagement Our organization uses talent
management software The organization measures and tracks internal
talent moves Successors to key positions are identified ahead of
need Managers know their people, their strengths and their
development needs The organization understands their employees
unique skills and experience We asked respondents to rate how
consistently the following behaviors associated with understanding
were being employed at their organizations. R 44% 41% 22% 21%
24%13% 32%14% 31%12% 25% 14% 14% 18% 36% 42% 18% 16% 11% 20%27% 12%
44% 9% 13%15% 9% 40% 12% 5% 13% 13% 4% 5% 3%
8. 8 | 2015 Talent Mobilty Research Report Develop Nearly
Always/ Always Frequently Sometimes Rarely Never Not Sure Job
search/skill development is offered if/ when downsizing occurs
Coaching is key component of leader and manager development
Internal networking is promoted to help individuals increase
visibility and build relationships Our employees take
responsibility for actively managing their careers Our organization
invests in and prepares managers to have effective developmental
career conversations Our organization uses career planning and
development to prepare employees for roles Managers are responsible
and held accountable for building and developing talent We asked
respondents to rate how consistently the following behaviors
associated with development were being employed at their
organizations. b 25% 23%15% 18% 34% 21% 16% 10% 10% 7%21% 11% 10%
21%10% 32%18%8% 37%6% 18% 20% 18% 31% 30% 39% 20%49% 28% 30% 7%22%
10% 11% 8% 2%
9. www.lhh.com | 9 Deploy Nearly Always/ Always Frequently
Sometimes Rarely Never Not Sure The organization makes a commitment
to look internally to fill roles Sustained high performance is a
key criteria for being rewarded with opportunities for internal
career growth Employees are well informed about open positions
Outplacement is a key component of talent mobility Redeployment is
considered a key component of talent mobility Managers have a
mobility mindset that supports the internal movement of talent The
organization offers job rotation assignments We asked respondents
to rate how consistently the following behaviors associated with
deployment were being employed at their organizations. j 30% 24%
22% 9% 16%7% 36%18%7% 30%10%5% 29% 38% 30% 17%13% 26%29% 35% 29%
13% 18%30% 11% 30% 8% 9%23% 31% 13% 12% 6% 21% 3% 4% 3%
10. 10 | 2015 Talent Mobilty Research Report Organizations
value assessment Any strategic approach to managing talent begins
with understanding. Assessing the skills, engagement and
performance of employees is essential for improving productivity,
supporting career development that aligns with organizational needs
and building an effective talent pipeline. Performance reviews, for
example, play at least some role in talent management at almost all
organizations. Assessment of employee engagement, which offers key
insights into workforce productivity and retention, also plays a
role in talent management at many organizations. Nearly 70 percent
of respondents report that managers review performance always,
nearly always or frequently. Fifty-five percent of respondents
report that their organizations survey engagement frequently,
nearly always or always. The Facts About Understanding Talent 1 2
Managers inadequately understand their people More than half of all
respondents say that managers have, at best, only a middling
understanding of their people, despite working with them every day
and despite conducting formal performance reviews with at least
some regularity. Managers are evaluating and talking to their
people but not, evidently, in ways that yield a complete picture of
their talents. When asked whether managers know their people, their
strengths and their development needs, 44 percent of respondents
answered sometimes, with another seven percent answering rarely.
say that they rarely have a full understanding of the skills and
experience of their workforce. 13% 42% percent of respondents
report that organizations only sometimes understand their employees
unique skills and experience.
11. www.lhh.com | 11 3 4 5 Organizations have a middling
understanding of their people The difficulties managers have in
understanding their people are repeated in the larger organization.
With managers often struggling to understand team members, it
should come as little surprise that the talents of employees in
general are not completely understood at higher levels of the
organization. Forty-two percent of respondents report that
organizations understand their employees unique skills and
experience only sometimes. Thirteen percent say that they rarely
have a full understanding of the skills and experience of their
workforce. Organizations arent consistently tracking and measuring
performance Organizations arent always using available technology,
systems and processes to acquire, track and measure information
about their workforce. Software applications are now allowing
organizations to run their businesses more efficiently by providing
key data and insights to help them effectively assess, manage and
develop the skills and experience of employees. Nearly 50 percent
of all respondents indicate that their organization rarely or never
uses talent management software. A third of respondents say that
their organization rarely or never tracks internal talent moves,
with another quarter saying that it does so only sometimes.
Succession planning is suffering A picture emerges, then, of
organizations having some understanding of their talent but often
not a completeor even in some cases adequateunderstanding. This
lack of understanding can lead to a leadership deficit and put the
business at risk. Twenty-six percent of respondents report that
successors to key positions are rarely or never identified ahead of
need. Only 36 percent report that successors are sometimes
identified ahead of need.
12. 12 | 2015 Talent Mobilty Research Report Managers are not
supported or held accountable to develop talent Developing talent
is the second essential plank of an effective talent mobility
strategy. Mobilizing a workforce means equipping people to take on
new responsibilities or move quickly into new roles as business
needs require. Organizational performance on this front is again
mixed. Shedding significant light on the difficulties some managers
face in understanding their people, the LHH study finds that
managers are often neither trained to conduct effective career
discussions nor even held accountable for developing talent. Nearly
40 percent of respondents report that organizations rarely or never
invest in and prepare managers to have effective developmental
career conversations, with an additional 31 percent reporting that
organizations do so only sometimes. Nearly 40 percent of
respondents report that organizations rarely or never hold managers
accountable for building or developing talent, with an additional
37 percent reporting that they do so only sometimes. The Facts
about Developing Talent Internal networking receives inconsistent
support A talent mobility strategy is unrealistic if the
organization doesnt remove the barriers to optimizing workforce
deployment. One well-known impediment is talent hoarding. Reluctant
to lose talent from their team, managers may limit a capable
employees exposure to other parts of the organization, thereby
narrowing his or her career development opportunities and
potentially harming the organizations overall performance. An
obvious antidote for such behavior is for the organization to
reward managers who promote internal movement of talent and promote
internal networking to help individuals increase visibility and
build relationships. Yet performance in this regard is not entirely
encouraging. Nearly 30 percent say organizations promote internal
networking rarely or never. Another 39 percent say organizations do
so only sometimes. A mere 11 percent say organizations do so always
or nearly always. say organizations rarely or never promote
internal networking. 30% 1 2 40% say organizations rarely or never
provide career planning and development.
13. www.lhh.com | 13 Career planning and development fall short
Talent mobility is similarly ineffective if organizations fail to
prepare employees for new roles in the first place. Here again, the
LHH study shows that many companies are not being as proactive as
they could be. Only eight percent of respondents say organizations
always or nearly always provide employees with career planning and
development to prepare them for new roles. Over 40 percent say that
organizations provide career planning and development rarely or
never. The provision of coaching is mixed Organizations fare better
at providing leaders and managers with essential developmental
coaching but here too their performance is mixed. As respondents
indicate, a substantial number of organizations provide coaching
only sometimes or rarely not at all. Nearly forty percent of
respondents indicate that organizations provide developmental
coaching frequently, nearly always or always. Thirty-four percent
say organizations provide developmental coaching only sometimes.
Nearly 30 percent say organizations provide developmental coaching
rarely or never. Employees struggle to assume responsibility for
their careers Without developmental support, the benefits of
effective career conversations and opportunities to network
internally, employees are struggling to take responsibility for
actively managing their careers. Employees perform best when their
development aligns not only with the needs of the organization but
with their own interests and aspirations. Helping employees own
their careers and be proactive in developing abilities and pursuing
directions most suitable for them is essential to engaging,
retaining and, above all, mobilizing a workforce. Nearly 50 percent
of respondents report that employees are only sometimes assuming
responsibility for managing their careers. Over 20 percent say that
employees rarely or never assume responsibility for managing their
careers. 3 4 5
14. 14 | 2015 Talent Mobilty Research Report The Facts about
Deploying Talent Organizations are committed to filling roles
internally Talent mobility becomes a reality when you have the
right people with the right skills effectively deployed within the
organization. Organizations seem to favor recruiting from within to
fill open positions. Nearly 60 percent of respondents say
organizations are always, nearly always or frequently committed to
looking internally to fill roles. Over 50 percent report that
employees are always, nearly always or frequently well informed
about open positions. An additional 31 percent report that
employees are at least sometimes well informed about open
positions. Organizations are not offering job rotation or
redeployment On the other hand, many organizations continue to
exhibit behaviors or cling to attitudes that inhibit the rational
movement of talent. While only five percent of respondents say
organizations offer employees job rotation assignments always or
nearly always, a substantial 35 percent say they do so rarely, and
21 percent never do so. Fewer than 25 percent say organizations
always, nearly always or frequently consider redeployment a key
component of talent mobility in the event of downsizing. report
that employees are at least sometimes well informed about open
positions. 31% 39% Thirty-nine percent report that managers display
a mobility mindset rarely or never. 1 2
15. www.lhh.com | 15 Managers are not showing a mobility
mindset At the managerial level, results are even less encouraging
as managers demonstrate behaviors that may block internal mobility
and result in viable candidates being overlooked for opportunities.
Thirty-nine percent of survey respondents report that managers
rarely or never display a mobility mindset that supports the
internal movement of talent. Thirty-six percent report that
managers display such a mindset only sometimes. 3
16. 16 | 2015 Talent Mobilty Research Report Insights The
Future of Talent Mobility: Practical Solutions When examined in
detail, the challenges organizations face mobilizing their talent
amount to much more than a simple struggle to understand a concept.
At many organizations, actual measures taken to understand ,
develop and deploy talent are, at best, incomplete and, at worst,
contradictory and self-defeating. Managers hold regular performance
reviews but are not prepared to have effective career
conversations. They are often provided with leadership coaching but
not held accountable for building and developing talent. Employees
are often well informed about open positions, but their managers
frequently lack a mobility mindset. Organizations are committed to
filling roles internally but do not promote internal networking or
consider redeployment as a key component of talent mobility. These
and other such contradictions are the true barriers organizations
face in mobilizing their talent and realizing an effective talent
management strategy. What, then, can done?
17. www.lhh.com | 17 Senior leadership needs to embrace talent
mobility as an organizational priority. Assign someone in an
executive position to serve as a talent mobility champion who can
communicate its importance to all levels of the organization and
address any confusion about what talent mobility is and how to
leverage it. Communication then needs to be reinforced by involving
managers and employees in activities that promote mobility-
enabling behaviors. Help leaders and managers understand the
business case for talent mobility and develop their own coaching
skills by offering seminars, workshops or one-on- one coaching.
Show them the business impact and how it will help them achieve
their individual, team and organizational goals. Then provide them
with a framework for approaching career discussions in a structured
and organized way. Include opportunities to engage in mock career
discussions in which they put their learning into practice and
receive expert feedback. Initial efforts in building mobility
mindsets and coaching skills need to be reinforced. Foster
sustainability by creating coach-facilitated leader-coaching
circles offering further opportunities for practicing career
conversations and addressing mobility issues. Interactive group
learning and role play can make important contributions to
establishing a coaching culture in which leaders help other leaders
develop skills and best practices for placing mobility at the
center of talent management. Beyond career conversations, issues
addressed could include how to set goals for talented team members,
create stretch assignments for them, increase their visibility
within the organization and provide cross-training opportunities
that ensure roles can be quickly filled when someone moves to
another team. When warranted, additional one-on-one coaching could
be provided to help managers set clear targets for mobilizing
talent and avoid talent hoarding. 1 2 3 Identify a Champion for
Talent Mobility. Address Manager Mindsets and Career Conversation
Skills. Ensure Sustainability.
18. 18 | 2015 Talent Mobilty Research Report Insights As our
study shows, most organizations already conduct formal performance
reviews. This often-annual event can be leveraged to gain a clearer
understanding of employee aspirations in the near and long terms.
The performance review process should be structured so that
discussions begin by focusing on performance and end by focusing on
career development; such conversations can hold significant
benefits for talent mobility and employee retention. Managers who
best know their peoplenot only their capabilities but their goals
and ambitionswill be best positioned to guide their employees
careers, meeting both their interests and the organizations. Make
the performance review do double duty and fill a key gap many
managers and organizations have in understanding their employees.
Organization can help create internal networking opportunities by
sponsoring employee resource groups and networking groups. Managers
should also play a role by creating opportunities that promote the
visibility and reputation of their people across the organization.
They need to be talking about their employees to senior leaders,
suggesting them for cross-functional appointments and providing
opportunities for meeting more people and working more broadly. Job
rotation assignments represent one such opportunity. They can
sometimes be created in simple ways. For example, periodically
requiring account managers to exchange accounts with other managers
encourages them to bring fresh eyes to accounts, contribute in new
ways and work more closely with their colleagues. Each incoming
manager will need at least some support and guidance from each
outgoing manager. Removing the barriers to talent mobility cannot
be the responsibility of leaders and managers alone. Employees must
also assume some of the burden, particularly by being proactive and
taking control of their own career development. To get people
started, offer seminar workshops involving career discussion and
group activities with peers. Employees should address fundamental
questions focusing on aspirations, skills and organizational needs;
acquire guidance on assessing options, developing capabilities and
staying ahead of the curve; and develop a detailed roadmap
outlining goals and a path toward attaining them. As we have seen,
most employees are failing to manage their careers actively with
any consistency, and organizations are similarly inconsistent in
using career planning and development to prepare employees for
roles. A formal program offers a practical first step to rectifying
these lacks. 4 5 6 Leverage Performance Reviews. Encourage Internal
Networking and Job Rotation. Empower Employees to Own Their
Careers.
19. www.lhh.com | 19 An organization that makes talent mobility
a priority has a clear responsibility to demonstrate its commitment
by actively supporting manager and employee efforts. One option is
to provide effective tools and resources designed to facillitate
the sharing of information. In many organizations, these tools and
resources already exist but in forms and places not entirely
visible or easily accessible. Consider creating an online portal
providing a single point of access for the organizations entire
talent mobility infrastructure. Key components could include
internal job boards, e-learning modules for employees and managers,
career assessment and planning tools and tools promoting internal
networking. Another option for demonstrating support is to make
redeployment a key component of the organizations talent mobility
strategy. Organizations already prefer hiring internally. Why
wouldnt they make a visible commitment to, and create mechanisms
for, redeploying existing talent to unfilled roles when business
conditions necessitate a restructuring? Redeployment is the
organizations best means of retaining valuable talent, preserving
institutional knowledge and demonstrating the value it places on
employees. A closely related initiative is to provide employees who
cannot be redeployed with outplacement support. Outplacement is a
natural phase of the talent mobility lifecycle, yet almost 50
percent of organizations rarely or never include it as part of
their talent mobility strategy. Organizations should be preparing
employees for whats next even if their next role takes them
elsewhere. In the context of a holistic talent mobility strategy,
its the organizations opportunity to show the depth of its
commitment to the strategy and to the well- being of employees. It
can make a crucial contribution to preserving workforce morale,
engagement and productivity. 7 8 9 Create Transparency and a Single
Point of Access. Make Redeployment Part of Your Strategy. Build
Your Brand With Strong Advocates.
20. 20 | 2015 Talent Mobilty Research Report Most organizations
understand the importance of talent mobility to a successful talent
management strategy. Most are aware not only of their struggles to
implement such a strategy but also of the high-stakes consequences
of those struggles. A weak leadership pipeline, missed business
opportunities and low employee engagement are, respectively, the
items that appeared most frequently when respondents were asked to
list and rank the top three challenges a lack of talent mobility
presents. Conclusion Greatest Impact Challenges Have on
Organization Weak leadership pipeline Low employee engagement Loss
of productivity Missed business opportunities Unwanted attrition
Inability to meet financial targets Top challenge Second challenge
Third challenge The 2015 Talent Mobility Research Report exposes
the barriers to understanding, developing and deploying talent that
are holding organizations back. It identifies the behaviors
organizations should be supporting to mobilize their talent. The
lines of action required to mobilize workforces are now clear. 42%
12% 15% 13% 7% 10% 16% 15% 19%21% 23% 16% 13% 12% 13% 16% 17% 23%
11% 51% 54% 37% 43% 32% 73%
21. www.lhh.com | 21 Take the Diagnostic Is your organization a
Talent Mobilizer? To provide insight into your own talent mobility
strategy, take our free diagnostic tool so you can see how you
score against the three indices of Understand, Develop and Deploy.
Youll learn whether you are consistently and proactively
implementing each of the seven key behaviors that fall within the
indices that characterize Talent Mobilizers. Whether youre growing
talent from within or bringing in new talent, whether you are
adding roles or eliminating them, talent mobility is an enabler of
your talent strategy as you prepare your employees for whatever
happens next. Begin the diagnostic now at
http://diagnostic.lhh.com.
22. About Lee Hecht Harrison (LHH) Lee Hecht Harrison
(www.lhh.com) is the global talent mobility leader. We connect
people to jobs through innovative career transition services, and
help individuals improve performance through career and leadership
development. LHH assists organizations in supporting restructuring
efforts, developing leaders at all levels, engaging and retaining
critical talent, and maintaining productivity through changehelping
organizations increase profitability by maximizing their return on
investment in developing people, while assisting individuals to
achieve their full potential. Connect With Us LinkedIn
www.linkedin.com/company/lee-hecht-harrison Google+
www.google.com/+LeeHechtHarrison Facebook
www.facebook.com/LeeHechtHarrison Blog
http://workplaceinsights.lhh.com Twitter https://twitter.com/LHH
YouTube http://www.youtube.com/user/LeeHechtHarrison 2015 Lee Hecht
Harrison. All rights reserved. LHHMK7017 0315 1.800.611.4LHH
LHH.com