From Hidden to Visible: Increasing Transparency in Labor Mobility

laced by a new concept of career.

In the late 1980s and early 1990s, the economy and the labor market began to change. The rise of information technology and telecommunications created new opportunities and challenges. In this context, workers emerged who realized that they could have more control over their careers. These individuals understood that constant learning and adaptability were crucial to remain relevant and competitive in the labor market.

A great example of this is Richard Montañez, who started as a janitor at Frito-Lay and ended up inventing one of the company's most popular products, Flamin' Hot Cheetos. Montañez proved that no matter what your starting position is, what matters is your ability to learn, innovate and have the initiative to present your ideas (which, by the way, was not made easy).

From this lesson, today's workers are looking for more than just job stability. They want opportunities to learn and grow, and the chance to make a difference in their workplaces. Loyalty to a company has been replaced to some extent by loyalty to one's career and personal development. This has also led to a shift in the way companies recruit and retain employees, focusing more on providing opportunities for development and growth.

Therefore, what we see today is a dynamic and competitive labor market, where both companies and workers must be constantly learning and adapting.

Setting Yourself up for Success 

Employee development and training is one of the most valuable investments an organization can make. People look for opportunities to grow professionally, learn new skills and take on new challenges. If a company can provide these opportunities, it is more likely to retain employees and attract new talent. Moreover, this goes beyond a simple HR objective. Employee training and development must be an integral strategy for the entire organization, closely aligned with business goals. 

By investing in employee development, companies not only benefit individuals, but also create value for the entire organization. Employees with more skills and knowledge are better equipped to contribute to innovation and operational efficiency, which in turn can improve the company's profitability.

Companies today must find ways to balance the day-to-day demands of the business with the need to invest in the development of their employees. This is a difficult but essential task, and companies that can achieve this balance will be better positioned to succeed in the future.

Finally, it is important to remember that companies and employees are on the same page: both want to grow. Companies want to expand and become more profitable, while employees want to develop professionally and make meaningful contributions.

For this article, I am referencing the Global Talent Mobility Report 2023 from Lighthouse Research & Advisory and Cornerstone People Research Lab, which provides valuable insight into job mobility opportunities and how they can be improved. 

Ready for the Digital Age

The study shows that more than 70% of workers are interested in getting information about career growth opportunities during the hiring process. This is a telling statistic that highlights the importance of career progression and personal development for today's workers.

For frontline workers, the lack of a clear view of promotion opportunities during the initial screening process is a significant reason why they decide not to move on with certain employers. This observation highlights the need for companies to communicate effectively about career paths and development opportunities during the hiring process.

We can say then that the Holy Grail of talent attraction lies in providing and clearly communicating opportunities for professional growth and development. Employees want to know that they will have the opportunity to learn, grow, work with new technology and progress in their career, and this should be a central consideration in any company's recruitment and retention strategy.

Finally, this study illustrates a broader shift in the world of work toward a more employee-centric approach, where personal development and learning opportunities are increasingly valued. Companies that can adapt to these expectations will be in a better position to attract and retain top talent. Some of these positive aspects are described below: 

1. Sense of belonging: The employee's connection to the organization and its objectives, enhanced by freedom, motivation, and the ability to face challenges.

2. Talent hoarding: The practice of retaining valuable employees in teams, which can limit their long-term growth.

3. Efficiency: The ability of an organization to achieve goals while minimizing waste of resources, including time, money and talent, balancing deadlines, and employee development.

4. Technology: A company's tools to manage operations and people. If it is not designed to support labor mobility and growth, it can be a hindrance.

5. Labor mobility: The employee's ability to move and progress within an organization, crucial for their development and retention, by offering opportunities for learning and growth.

The Emotional Component 

Being recognized and considered for job opportunities motivates employees, reaffirming their value and potential. Some key concepts are:

1. Recognition: An essential ingredient to keep employees engaged, feeling valued for their contribution.

2. Competitiveness: A healthy competitive environment can motivate employees to perform at their best, if properly managed.

3. Professional mobility: Encouraging it internally can retain talent, as employees perceive opportunities for advancement.

4. Continuous learning: The rapid evolution of technologies and work practices requires constant learning and that employees learn to self-manage learning, which also brings value to the company.

5. Training in emerging technologies: In today's working world, it is almost essential and helps maintain competitiveness in the labor market.

Cornerstone's study shows that 73% of employees are interested in new roles within their organizations. However, despite this high interest, 1 in 5 employees report a lack of clarity about available internal opportunities.

The report highlights a disconnect between employees' desire for growth and clarity of job opportunities, with one-fifth of employees reporting a lack of transparency about internal opportunities.