Unlock Organizational

Potential Through Career

Development, Internal Mobility

and Succession Planning

November 5th, 2020

Mark Vickers Chief Research Analyst

Gavin MortonHead of People & Financial Operations

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About the Survey

Respondents: 301 HR professionals

Date Fielded: July to September 2020

Organizations:

• The participants represent a broad cross section of employers by

number of employees, ranging from small businesses with fewer

than 50 employees to enterprises with 20,000+ employees.

Questions for the survey were guided by an independent panel

of HR professionals and mobility experts whom we thank for their

invaluable insights

Internal Mobility: An

Underestimated Challenge

Finding: Only about half of HR pros say their organization has

an effective process for managing internal mobility, and even

that may be an overestimate

5% 25% 20% 38% 11%

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

Survey statement: Your organization has an effective

process for managing internal mobility.

Strongly disagree Disagree Neither agree or disagree Agree Strongly agree

Finding: Only one-fifth say there is considerable

internal mobility in their organization

14%

14%

17%

18%

20%

32%

38%

46%

47%

52%

0% 10% 20% 30% 40% 50% 60%

None of the above

Your organization knows what employees think about internal mobility

Your procedures allow employees to communicate hidden talents

Your organization measures internal mobility on a regular basis

There is considerable job mobility within the organization

Lateral moves are encouraged in your organization

Your culture supports job mobility

Employees are easily able to find out about available job openings across the enterprise

Sometimes employees don't use hidden talents in their current positions

Your organization looks to internal candidates first when filling open positions

Survey question: Which of the following statements are true in your organization? (select all that apply)

Key Takeaways

• Consider how mobile you want your workforce to be (and how mobile they want to be)

• At least make sure internal employees know where job

openings are

• Ask whether your culture supports job mobility

Hindrances to Internal Mobility

Finding: One key

hindrance to

internal mobility is

that managers do

not encourage it

12%

17%

17%

21%

24%

26%

31%

57%

63%

0% 20% 40% 60% 80%

Too many unsuccessful moves have led to negativeperceptions about movement

Employees are generally unwilling to move to new positions

Perception that the costs of moving talent outweigh thebenefits gained

Employees don’t understand the developmental benefits of movement

Employees are generally unwilling to relocate if needed

Employees are unaware of available job opportunities

No one owns the process

Managers are not encouraging movement

Lack of positions to move employees into

Survey question: In your organization, what hinders internal mobility? (select all that apply)

Finding: Many HR professionals think their organizations do

not view internal mobility as being of high importance, an

issue potentially driving down effectiveness

5% 14% 41% 29% 11%

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

Survey question: To what extent is internal mobility

important in your organization?

Very low Low Moderate High Very high

Key Takeaways

• Put it under the microscope

• Do you understand it well?

• Is it a missed opportunity worth prioritizing?

• If so, what concrete steps can you take?

Drivers of Internal Mobility

Finding: A majority say it is easy for skilled employees to move

into a new positions, though this may refer to administrative

rather than cultural issues

4%

20%

17%

47%

13%

0% 5% 10% 15% 20% 25% 30% 35% 40% 45% 50%

Strongly disagree

Disagree

Neither agree nor disagree

Agree

Strongly agree

Survey question: In your organization, it is easy for a skilled employee to move into a new position when there is an

opening and/or learning opportunity.

Finding: About three-fifths report having tools and

technologies that make it easier for employees to

access information on open positions

59%

0% 10% 20% 30% 40% 50% 60% 70%

Percent that have tools/systems that provide easily accessible information on open positions

Key Takeaway

• Don’t make mobility frustratingly difficult

Internal Mobility Leaders Versus

Internal Mobility Laggards

Finding: Internal mobility leaders are almost three

times as likely to say internal mobility is important

to their organization

22%

57%

0% 10% 20% 30% 40% 50% 60%

Survey question: To what extent is internal mobility important in your organization?

Percent responding high or very high

Internal mobility leaders Internal mobility laggards

Finding: Internal mobility leaders are more likely to

have information about open positions

39%

44%

57%

67%

0% 10% 20% 30% 40% 50% 60% 70% 80%

Learning management system

Easily accessible information on open positions

Survey question: Which of the following tools and technologies does your organization use?

Internal mobility leaders Internal mobility laggards

Finding: About half of laggards say no owns the

internal mobility process

75%

52%

37%

13%

0% 10% 20% 30% 40% 50% 60% 70% 80%

Managers are not encouraging movement

No one owns the process

Survey question: In your organization, what hinders internal mobility?

Internal mobility leaders Internal mobility laggards

Finding: Employees at internal mobility leader

organizations have an easier time moving to new

positions

29%

81%

0% 10% 20% 30% 40% 50% 60% 70% 80% 90%

Survey question: In your organization, it is easy for a skilled employee to move into a new position when there is an opening

and/or learning opportunity.

Percent responding agree or strongly agree

Internal mobility leaders Internal mobility laggards

Key Takeaways

• Think of mobility as a developmental strategy

as well as a retention strategy

• Convince managers to get with the program

• Consider assigning a “owner” to this process

(but what does that even mean?)

Succession Planning/Management:

A Dangerously Ineffective Process

Finding: Most organizations plan or otherwise

manage succession, but large organizations are

especially likely to do so

25%

25%

23%

27%

Yes, formally

Yes, informally

Yes, both formally and informally

No

21% 22% 23% 24% 25% 26% 27% 28%

Does your organization plan or otherwise manage succession, either formally or informally? (select the one that best applies)

Perceived Effectiveness

Finding: Just two-fifths agree or strongly agree their

organization has an effective process for

succession planning

6% 33% 19% 32% 8%

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

Survey statement: Your organization has an effective succession management/planning process.

Strongly disagree Disagree Neither agree or disagree Agree Strongly agree

Finding: Why in the heck don’t more organization

view succession management as highly important?

6% 18% 34% 30% 12%

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

Survey question: To what extent is sucession

management/planning important in your organization?

Very low Low Moderate High Very high

Finding: Assuring business continuity is the most

important reason for succession planning

8%

11%

19%

24%

28%

34%

34%

39%

0% 5% 10% 15% 20% 25% 30% 35% 40% 45%

Risk of loss

Creating opportunities for career advancement

Preparing for business growth

Filling future vacancies/shortages

Increasing talent retention

Identifying future leaders

Preparing future leaders

Assuring business continuity

Survey question: Which of the following are the two most important reasons for succession management in your

organization? (select up to two)

This is

some

serious

stuff!!

Key Takeaways

• Evaluate succession management’s

importance to your organization

• Understand all the goals and angles

Identifying Candidates for

Succession Planning

Finding: Most use

performance

indicators, such as

performance

reviews, to identify

succession

management

candidates

1%

9%

15%

16%

29%

33%

47%

51%

53%

60%

0% 10% 20% 30% 40% 50% 60% 70%

Other - Write In

Nomination by staff

Self nomination

Behavioral assessments (e.g., Hogan)

Identification by a succession management team or panel

Identification by a talent matrix (e.g., nine-box)

Nomination by direct manager

Designation as a high-potential employee

Nomination by senior leaders

Performance indicators (e.g., performance appraisals)

Survey question: Which of the following methods does your organization use to identify candidates to fill key roles for

succession management? (select all that apply)

Finding: Only about a quarter of organizations use

succession management/planning applications

26%

0% 5% 10% 15% 20% 25% 30%

Succession management/planning application

Survey question: Which of the following tools and technologies does your organization use? (select all that apply)

Key Takeaway

• Determine what tools can best help your

organization manage succession well

Succession Leaders versus

Succession Laggards

Finding: Succession leaders are far more likely to

have a formal-only approach to succession

5%

46%

0% 5% 10% 15% 20% 25% 30% 35% 40% 45% 50%

Yes, formally

Survey question: Does your organization plan or otherwise manage succession, either formally or informally?

Succession leaders Succession laggards

Finding: Succession leaders are more focused on

preparing future leaders

37%

14%

19%

43%

0% 5% 10% 15% 20% 25% 30% 35% 40% 45% 50%

Filling future vacancies/shortages

Preparing future leaders

Survey question: Which of the following are the two most important reasons for succession management in your

organization?

Succession leaders Succession laggards

Finding:

Succession leaders

are more likely to

use performance

indicators, high-

potential

designations and

nine-box grids as

methods to choose

succession

candidates 22%

67%

38%

44%

53%

36%

46%

53%

57%

66%

0% 10% 20% 30% 40% 50% 60% 70% 80%

Identification by a talent matrix(e.g., nine-box)

Nomination by senior leaders

Nomination by direct manager

Designation as a high-potentialemployee

Performance indicators (e.g.,performance appraisals)

Survey question: Which of the following methods does your organization use to identify candidates to fill key roles for

succession management?

Succession leaders Succession laggards

Finding: Most say the CHRO has a primary

responsibility for the succession management process

3%

9%

22%

25%

25%

34%

58%

0% 10% 20% 30% 40% 50% 60% 70%

Chief Learning Officer

Chief Operations Officer

Another person within the HR function

Chief Executive Officer

All managers

Executive team

Chief Human Resource Officer

Survey question: In your organization, who has the primary responsibility for the succession management process? (select

your top three)

Key Takeaway

• Put succession management in context. It

should be as much about developing talent

as it is about contingency planning.

Career Development: A Neglected

Key to Employee Experience

Finding: Nearly half do not have a career

development process and/or program of any sort

54%

46%

Survey question: Does your organization have a career development process and/or program?

Yes No

The Effectiveness of Career

Development

Finding: Given the fact that so few have a career

development process and/or program, it makes sense that

only 46% say they have an effective process for managing

career development

5% 25% 23% 35% 11%

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

Survey statement: Your organization has an effective process for managing career development.

Strongly disagree Disagree Neither agree or disagree Agree Strongly agree

Finding: The lack of effectiveness and specific programs

is influenced by the lack of perceived importance

6% 14% 36% 33% 12%

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

Survey question: To what extent is career development important in your organization?

Very low Low Moderate High Very high

Finding: The perceived lack of importance may be one reason

that employee development has decreased in most organizations

since the start of Covid-19 pandemic

19% 11%

23% 24%

0% 5% 10% 15% 20% 25% 30% 35% 40% 45% 50%

Increase

Decrease

Survey question: Since the start of the Covid-19 pandemic, how has the amount of time devoted to employee

development changed in your organization?

Increased a little Increased a lot Decreased a little Decreased a lot

47% have seen decreases

30% have seen increases

Finding: There is a major disconnect between what

employees want and what organizations are prioritizing

and offering

3% 5%

21% 54%

0% 10% 20% 30% 40% 50% 60% 70% 80%

Disagree

Agree

Survey statement: Employees in your organization are looking for more career development opportunities

Strongly disagree Disagree Strongly agree Agree

75%!

Just 8%

disagree

Specific Approaches to Career

Development

Finding: Only 39% provide strategies and methods for

helping employees reach career development goals

39%

55%

62%

62%

68%

69%

71%

0% 10% 20% 30% 40% 50% 60% 70% 80%

Strategies and methods for achieving goals

Previous work history and assignments

Discussion of future aspirations

Employee's interests and motivations

Review of current skills and competencies

Discussion of possible future career options

Skills and knowledge needed to achieve goals

Survey question: Which of the following elements are part of career development in your organization? (select all that apply)

Finding: Nearly half say their organization doesn’t

provide strong career development opportunities to

all employees

51%49%

Survey question: Does your organization provide strong career development processes/programs to all employees?

Yes No

Finding:

Executives

get the most

career

development

opportunities

14%

10%

20%

26%

20%

39%

28%

2%

8%

5%

2%

10%

7%

28%

0% 10% 20% 30% 40% 50% 60%

Operational

New hires

Technical

Professionals

Entry level

Managers

Executives

Survey question: To what degree does your organization provide career development opportunities to the following groups of

employees?

High Very high

18%

56%

46%

30%

28%

25%

16%

Finding: Only 21% say managers are skilled in

helping employees develop their careers

37%

18%

21%

27%

29%

29%

0% 5% 10% 15% 20% 25% 30% 35% 40%

None of the above

Managers are recognized and/or rewarded fordeveloping their direct reports

Managers have skills required to help employeesdevelop careers

Most employees have individual development plans(IDPs)

HR has metrics associated with career development(e.g., productivity, retention rates)

HR knows which employees have which talents and skillsets

Survey question: Which of the following statements are true in your organization? (select all that apply)

Key Takeaway

• Ensure your managers have the proper skill

sets for aiding employee development

Career Development Leaders

versus Career Development

Laggards

Finding: Career development leaders are twice as

likely to provide developmental opportunities to all

employees

8%

15%

30%

23%

40%

61%

0% 10% 20% 30% 40% 50% 60% 70%

Provide career development programs for operationalpositions

Provide career development programs for technicalpositions

Provide career development programs to all employees

Career development leaders Career development laggards

Finding: Career development leaders are much more

confident in their managers’ career development skills

8%

18%

36%

46%

0% 5% 10% 15% 20% 25% 30% 35% 40% 45% 50%

Managers have skills required to help employeesdevelop careers

HR knows which employees have which talents and skillsets

Survey question: Which of the following statements are true in your organization?

Career development leaders Career development laggards

Finding: Career development leaders are more

likely to use a variety of career development

elements

47%

26%

58%

63%

63%

66%

75%

78%

0% 10% 20% 30% 40% 50% 60% 70% 80% 90%

Employee's interests and motivations

Previous work history and assignments

Skills and knowledge needed to achieve goals

Discussion of possible future career options

Survey question: Which of the following elements are part of career development in your organization?

Career Development Leaders Career Development Laggards

Key Takeaway

• HR should consider ways of gaining deeper

insights into which employees have which

skill sets

The Talent Mobility and

Development Connections

Correlations Correlation Coefficient

Correlation between

• internal mobility

• succession management.59*

Correlation between

• internal mobility

• career development.60*

Correlation between

• succession management

• career development.66*

*The data represent two-tailed Pearson correlation coefficients. Each shows at least a moderately strong relationship.

Key Takeaway

• Look at these three areas holistically. How

can they mutually reinforce one another?

Questions?

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Report soon at

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