The new talent imperative: Grow your own

Because today’s employees’ expectations have changed, they have more say when it comes to where and how they work. This also means they have more influence when it comes to what’s next in their careers. With over 10 million open jobs in the U.S, alone, workers are on the move and looking for new opportunities and different experiences. Organizations that don’t anticipate and respond to this exodus of employees — the notorious Great Resignation — will be left behind.

As AMS partners with clients on their talent journey, we’re always looking internally at how to build, reshape and optimize our own workforce and lead by example. As the market for talent continues to tighten, my team seeks to identify new pools, both internally and externally, that have the aptitude and transferable skills ideal for reskilling or upskilling. While the focus helps remedy talent gaps, it more importantly creates pathways into new careers that bolster engagement, morale and ultimately retention. On our journey maturing our own program, we’ve learned some best practices that can help you create a more fluid and resilient workforce.

Internal mobility for the win

Some individuals have a clear idea of their intended career path and seek out employers and roles that fit those expectations. But sometimes, people accept positions where they begin to feel stuck or unfulfilled after a certain amount of time. They end up disengaged and open to leaving, taking with them important institutional knowledge in addition to their skills. 

One solution: Recruit from within. According to the 2021 Workplace Learning Report from LinkedIn Learning,, employees at companies with internal mobility programs stay almost two times longer. Organizations can proactively identify those ready for their next career step and provide them with the precise upskilling support needed to move into a new role. Sometimes, these are roles they would not have considered without a manager or HR team’s guidance. 

Four strategies we found helpful as we work to grow and deploy our internal talent include:

Empower employees. Recruiters do a good job of making passive candidates feel seen and heard — and in control. Internally, managers need to do the same by maximizing the skills and potential of existing talent. It’s important to empower employees to take charge of their own career paths and make them feel that it’s safe to do so. They should have the opportunity to easily “raise their hand” and share their specific experiences, interests and goals.

Get employees “in the know.” Have you ever heard the saying, “It’s often easier to find a job outside of your company than within?” Companies all too often invest in external-facing career sites but neglect creating visibility internally. As workplaces have shifted to virtual, internal collaboration tools can be used to share information and showcase different jobs throughout the organization. This can include an open list of positions, ways to connect with and understand the role or team as an employee, as well as a method to refer employees for specific roles.

Actively recruit internal candidates. If recruiters are rolling out the red carpet for external candidates, they should be doing the same for internal ones. Career growth events allow employees to learn about different opportunities to build their resume and add value to the organization. Managers can talk about specific openings and give insight into day-to-day experiences. While in-person events can be great networking opportunities, we’ve learned that online versions attract more respondents because they’re confidential and open to employees across the globe.

Ensure a seamless transition. Taking on a new role within the same company shouldn’t be more difficult or awkward than leaving for a different employer. Organizations should make upskilling part of its documented companywide policies. This should include everything from how to handle employee referrals to re-deployment protocols. This creates a transparent environment where everyone in the company understands what the transition will look like, eliminates confusion or tension and makes the process easier for all involved.

Emerging talent to enable growth

Upskilling internal employees is just one approach to filling the talent gap. Another is opening up the talent pipeline to candidates without experience, but who can be trained. Current unemployment rates for recent college graduates have improved, but about 41 percent remain underemployed and working in jobs that don’t require a college degree, according to data from the Federal Reserve Bank of New York.

Companies looking to balance their hiring needs should learn to tap into this talent pool. Hiring emerging, diverse talent and supporting them with last-mile readiness and mentorships to accelerate performance can be an effective way to bring in unique perspectives and capabilities. It also sets the stage for engagement and retention by demonstrating a commitment to their success from day one.

How can your company better support emerging talent?

The first step is delivering an exceptional onboarding experience. Despite it being so important, a 2021 Gallup survey of U.S. employees found only 12 percent felt their company did a good job of it. Onboarding needs to be more than a quick meeting or two that covers job responsibilities and benefits. For larger organizations, the process could last a week in which a “class” of new employees has the opportunity to bond and the sessions can tap into long-term career goal discussions.

Recent graduates may need additional mental and emotional support. Due to the pandemic, these young hires are entering a vastly different working situation. While some will do well in a remote environment, others may struggle to transition from campus life to a solitary desk.

Managers also need professional development on how to support remote and hybrid teams. Some strategies for them might include conducting frequent check-ins, connecting employees with peers, recommending networking opportunities and rethinking performance evaluations.

Finally, throughout the employee’s lifecycle, it’s important to keep on top of their existing competencies and capabilities that may be valuable to leverage in future roles. Perhaps the employee speaks multiple languages, has experience in different industries or has traveled extensively. These qualities not only help the employee advance their career, but will differentiate your organization in a competitive field.

All of these initiatives require companies to have full visibility into their workforce, from the perspective of where they are now and what skills they have, to what they need in the future. Armed with that data, businesses can understand how existing employees can bring additional value to the organization and where they need to bring in new talent. Upskilling and last-mile training will give companies a running start when it comes to meeting employment needs in 2022 and beyond.