[Tribune] Organizational mobility: a practice to be encouraged
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Tribune by Prof. Othmane Benmoussa from Euromed Polytechnic School published on Medias24
You have a superstar on your team. She never misses a deadline and never fails to impress clients. She puts out fires, supports her colleagues and mentors younger team members. You cannot imagine your professional life without this or these collaborators.
However, after a certain period, these people generally want to progress within the company. Will you bury your disappointment at them leaving your team, thank them for everything they've done for you, and immediately help them plan their next step? Or will you act selfish and suggest that they're not quite ready for a bigger job, but maybe they will be in six months?
This case is an example of internal talent hoarding which refers to a multitude of behaviors on the part of managers that prevent their subordinates from progressing. The available data suggests that most managers have had talent on their team at one time or another. In a recent study, 75% of managers surveyed openly admitted to “hoarding” talent and, given that this is not a socially desirable behavior, it is a safe bet that this percentage is actually higher .
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