Problem

Our company was facing a large reorganization, which led to the potential loss of valuable senior and executive talent. We needed to find a way to increase internal mobility, retain our top talent, and diversify our talent pool.

However, we faced a challenge in that there was no standardized structured process for evaluating and reviewing senior and executive talent on a group level. This made it difficult to identify high-potential talents from each division.

Solution

We created a safe space for senior HR Directors to discuss, evaluate, and review senior and executive talent on a group level. This allowed us to standardize requirements, identify high-potential talents from each division, and create a structured process for internal mobility.

Through this process, we were able to retain our top talent by offering them new opportunities within the company in another business unit. Additionally, we diversified our talent pool by identifying individuals with unique skill sets who could bring fresh perspectives to different departments.

Impact

Increased internal mobility by 10%
Decreased talent loss by 40%
Diversified talent pool with new hires from different backgrounds
Created standardized criteria for evaluating leaders

"Creating trust and transperency at the highest level and eliminate barriers to increase internal mobility in the shared interest of the Goup."

Increased Internal Mobility & Retaining Talent during Reorganization