In this day and age, internal mobility matters — employees want the chance to learn new skills, and a fresh change of job scope for both mental and career health. Because without these, greener pastures and the possibility of a pay bump are very powerful push factors.
Companies that successfully ensure employees can move to different roles within the same organisation, but still maintain promotion and growth prospects, enjoy benefits such as reduced hiring costs, increased retention, and a more adaptable workforce.
That’s why there was quite a gasp in the room when Kritvi Kedia, an associate partner at global management consultants McKinsey & Company, shared at Workforce Singapore’s Career Health Summit, that her firm had managed to achieve 21% internal mobility, which was high compared to other peers in their industry.
In this podcast, she shares the following:
- How McKinsey achieved their internal mobility rate;
- McKinsey’s playbook that HR leaders can use to improve their in-company talent; and
- How a structured framework like the SkillsFuture taxonomy can help Singapore companies learn flexibly, and evolve their workforce to market demands, and improve their career health.
Key highlights to listen to:
- (1:43) The mindset of Singaporean workers when it comes to change can be a challenge for Singapore HR leaders
- (2:57) Good frameworks to organise change at your organisation for its business strategy
- (6:15) If leaders don’t mirror the change they want in their organisation…
- (8:55) Understanding skills-based hiring and learning journeys for workers in the age of career health
Listen to learn more!
