A new research report from the HR Research Institute, conducted in partnership with SHL, identifies a strong, structured skills framework as the critical differentiator between successful internal mobility programs and those that underperform. The study, titled "Talent Mobility Programs 2025," examines how organizations are addressing the complexities of internal mobility and what distinguishes high-impact programs from less effective ones.
The research reveals that while 54% of HR professionals report noticeable improvements in retention and business outcomes from internal mobility initiatives, most organizations lack the necessary infrastructure to fully realize this potential. One of the most significant findings indicates that organizations assessing both employee skills and job requirements are substantially better positioned to match people to opportunities quickly and at scale. However, more than half of respondents report that translating and measuring skills using their current frameworks remains challenging, often due to bloated skill libraries or unclear role profiles.
Despite the demonstrated benefits of talent mobility in improving retention and performance, execution continues to present significant hurdles. Only 8% of organizations report having a concise, easy-to-use skills framework, which the study identifies as an essential enabler of successful mobility. The most common barriers to effective implementation include managers prioritizing external hires (33%), limited budgets (28%), and outdated technology (18%). These challenges prevent many organizations from scaling their internal talent strategies effectively.
The report emphasizes that reskilling and internal mobility are intrinsically linked, but without a clear, structured view of employee skills and job requirements, even well-intentioned programs struggle to deliver results. The research suggests that skills frameworks serve as the connective tissue organizations need to execute mobility strategies effectively. To address these challenges, the study recommends that HR leaders embed mobility into their core talent strategy, train managers on the business value of internal advancement, invest in scalable technology solutions available at https://www.shl.com, and refine skills frameworks for improved clarity and actionability.
The complete research report offers actionable insights for HR professionals seeking to bridge the execution gap and transform mobility into a driver of retention, development, and workforce agility. The findings underscore the growing importance of structured skills assessment in an era where internal talent development has become increasingly critical for organizational success and competitive advantage.
