A new study from the HR Research Institute, conducted in partnership with SHL, titled 'Talent Mobility Programs 2025,' reveals the critical importance of structured skills frameworks for successful internal mobility programs. The research indicates that 54% of HR professionals observe improvements in retention and business outcomes from internal mobility initiatives, yet the absence of concise, easy-to-use skills frameworks significantly limits their effectiveness. Only 8% of organizations report having such a framework, with common challenges including bloated skill libraries and unclear role profiles that hinder practical implementation.
The study demonstrates that organizations assessing both employee skills and job requirements are better positioned to match individuals to suitable roles efficiently. However, over half of respondents find translating and measuring skills with their current frameworks challenging, creating significant barriers to effective talent mobility. Additional obstacles identified include manager preference for external hires, limited budgets allocated to internal mobility programs, and reliance on outdated technology that cannot support modern talent management needs. These factors collectively contribute to what researchers term the 'execution gap' in talent mobility strategies.
Debbie McGrath, CEO of HR.com, emphasizes the essential connection between reskilling initiatives and internal mobility success. She points out that organizations require a clear, comprehensive view of both employee capabilities and job requirements to execute effective mobility programs. The report recommends several strategic approaches to bridge the execution gap, including embedding mobility into core talent strategies, training managers on the value of internal advancement, investing in scalable technology solutions, and systematically refining skills frameworks. These measures are presented as essential for organizations seeking to optimize their talent mobility investments.
The findings underscore the urgent need for HR leaders to prioritize developing structured skills frameworks that can unlock the full potential of talent mobility as a driver for employee retention, professional development, and organizational agility. The research suggests that organizations implementing these frameworks will be better positioned to navigate evolving workforce demands and capitalize on internal talent resources. The complete study is available for download at https://www.hr.com/talentmobility, providing detailed insights and actionable recommendations for HR professionals seeking to enhance their internal mobility strategies and overcome implementation challenges.
