Employees today spend no more than a couple of years within their current organisation, before leveraging their gained experience for a higher paying job at another company or industry. Organisations, thus, aspire to not only focus on their internal mobility strategies, but also make such opportunities for development transparent and accessible for the workforce.

In this panel discussion, we look forward to discussing:

• Strategies, resources, and avenues that are best suited for highlighting and promoting internal development opportunities within an organisation.
• The importance of including skills and career mapping across the employment lifecycle, enabling increased visibility for both employees and their managers.
• Establishing a new “buy vs build” balance; allowing organisations to easily differentiate between roles that can be built internally and those that require external niche talent.
• Finding an optimal balance between rewards, job structure and mobility.

Research shows the costs of replacing an individual worker can range from half to four times the employee’s annual salary. Evidently, the cost of employee turnover is not just a concern for HR departments; it is a substantial burden on the financial health and productivity of every organisation.  

Here lies the importance of building a culture, systems, and a marketplace that support internal talent mobility.  

In this conversation, let’s unearth ways to:   

• Address the true costs of employee turnover to adapt to a cost-aware era.  
• Activate a company culture that encourages long employee tenures through growth and recognition opportunities. 
• Leverage return on existing talent by establishing internal mobility best practices that support business outcomes. 

By integrating contemporary priorities like ESG (environmental, social, and governance), sustainability, and DEI (diversity, equity, and inclusion) into talent mobility frameworks, organisations can foster more equitable and environmentally responsible talent practices.

In this panel discussion, you may look forward to diverse insights on:

• Best practices undertaken by organisations to offer sustainable/carbon-friendly relocation options, ensure bias-free candidate pools, and promote inclusive career growth opportunities.
• Embedding these principles into mobility frameworks with a view to strengthen the company’s commitment to ethical, forward-thinking business practices in a globalised workforce.
• Challenges faced while integrating sustainability and DEI goals into talent management processes, such as through the inclusion of ESG-related competencies or volunteering leave policies.
• The importance of a streamlined compliance framework that incentivises inclusive mobility processes aligned to business needs.

For the first time in recent years, mobility strategies are starting to have a direct impact on the ability of a business to scale or adapt. Take for instance, the implications of the C1 salary benchmarks part of the COMPASS framework that add to wage budgets, as well as the implementation of the FWA guidelines that are pushing leaders to rethink the objectives behind their hybrid working models.

With the continuously changing legal landscape, organisations must tread carefully when weighing organisational priorities against compliance frameworks.

In this session, we have two speakers take the stage in tandem, to discuss:

• Constantly refreshing and adapting to compliance and risk developments: Establishing localised subject matter experts and keeping tabs on the employee pulse.
• Bringing together talent management perspectives with statutory regulations: How processes and mindsets need to cope to evolve.
• The fine line between personalisation vs making exceptions: Ensuring that while policies crafted have room for flexibility, they do not create gaps in DEI or biasness towards any parts of the workforce.