Want to keep your top talent? Follow these six steps to boost mobility and growth – Diane Newell explains
Research from Indeed Flex highlights that one in three employees are planning to make a career change during 2025. Only half are committed to their current role, with nearly a fifth still undecided, and employees aged 18 to 24 are more inclined to change jobs compared to just one in four aged 55 to 64. Given these trends, retention remains a critical challenge for organisations in today’s highly competitive job market.
47% of companies are investing in career mentoring and coaching to boost retention
According to a LinkedIn study, 94% of employees said they would stay in their current role if there were more opportunities for progression. Yet, many organisations struggle to provide meaningful pathways for growth, leaving employees frustrated and more likely to look elsewhere.
This is where talent mobility becomes essential. When organisations align their employees’ skills and career ambitions with internal opportunities, they create a more resilient workforce.
Talent mobility goes beyond simply filling open roles – it enables employees to grow within the organisation, reducing the likelihood of them seeking opportunities externally. Investing in internal mobility helps companies retain top talent while building an agile, engaged and loyal workforce.
The case for talent mobility
Organisations that actively embrace talent mobility can solve the retention puzzle by offering development, skill-building initiatives, mentorship and career development programmes. These efforts empower employees to take on new responsibilities, ensuring their career growth aligns with the company’s strategic goals. Fostering internal mobility helps companies retain institutional knowledge, cut recruitment costs, and strengthen cross-departmental collaboration.
However, successful talent mobility isn’t just about good intentions – it requires overcoming three key challenges:
- Relationships with line managers and leaders: Too often, leaders receive no reward for developing talent. This lack of incentive leads to a focus on immediate results, neglecting long-term employee growth and leaving career aspirations unmet.
- Lack of confidence and skill in line managers: Coaching employees requires specific skills, time and confidence. Unfortunately, many managers are unprepared for these conversations, leaving employees feeling unsupported in their career journeys.
- Underestimating the risks of external hires: Companies often look to external hires as a quick solution to talent gaps, but without proper onboarding and cultural integration this approach can be costly and ineffective.
Creating a coaching and mentoring culture
To overcome these barriers, the heart of the solution lies in organisational culture – specifically, how an organisation views talent development and the dynamic between employer and employee.
A company that builds a supportive, development-focused relationship with its employees acknowledges their shared contributions to mutual success, now and in the future.
Companies that only focus on their own long-term needs miss out on creating true employee engagement, while those that offer a rigid jobs-for-life mentality may limit growth opportunities, potentially stifling employee potential.
A healthy culture requires a shared responsibility between the organisation and its employees. Organisations must clearly communicate their goals and expectations while empowering leaders with the time, tools and skills to coach and mentor their teams.
Coaching and mentoring are essential to uncovering hidden talent, aligning employees with the organisation’s strategic goals, and helping them navigate their potential career paths. In fact, coaching and mentoring are becoming essential elements of retention strategies.
According to the LinkedIn study, 47% of companies are investing in career mentoring and coaching to boost retention, and 33% have internal mobility programmes in place. These initiatives provide employees with the guidance, support and clarity they need to grow – both as individuals and as contributors to the organisation’s success.
Six steps to improve talent mobility
To improve talent mobility and better address retention challenges, organisations should consider these six key actions in 2025:
- Address the barriers: Equip managers with the skills to facilitate meaningful career conversations, helping employees see a clear pathway for their growth within the organisation.
- Build systems for mobility: Establish structures that support talent mobility, including internal recruitment teams and accessible job posting platforms that allow employees to explore new opportunities within the company.
- Simplify talent processes: Keep talent management frameworks simple, allowing managers to focus on supporting employees rather than navigating cumbersome procedures.
- Support transitions: Invest in comprehensive onboarding, transition coaching and mentoring programmes that set both internal and external hires up for success. This is especially important for senior-level external hires who need extra guidance in navigating company culture.
- Engage with leavers: Stay connected with former employees, as they can become ambassadors, references, or may return to the organisation if the right opportunity arises.
- Create a healthy developmental culture: Build a relationship with employees based on mutual respect and understanding. Balancing the organisation’s goals with individual career aspirations creates an environment where employees are motivated to grow and contribute, even if or when their future paths eventually lead outside the company.
By embedding coaching and mentoring into the heart of their organisational culture, companies can enhance talent mobility, facilitating growth and development across all levels. Organisations that prioritise these efforts not only improve retention but also build a more resilient, engaged and agile workforce. In an ever-evolving market, investing in talent mobility today lays the foundation for a stronger future.
Diane Newell is Managing Director of OCM Discovery
