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For WorldatWork Members ;Internal Talent Marketplaces Get a Boost from AI , Workspan Magazine article; ;Internal Mobility Keeps Employees from Moving On , Workspan Magazine article; ;3 Reasons Why Your Talent Marketplace Isn’t Working , Workspan Daily Plus+ article; ;How to Leverage Skills Testing for Total Rewards Success , Workspan Daily Plus+ article; For Everyone ;Talent Marketplaces: Creating Opportunities for Career Progression , Workspan Daily article; ;Connect Talent to Work by Enhancing Your Skills Management Practices , Workspan Daily article; ;The Rise of Skills-Based Rewards, and What You Must Do About It , Workspan Daily article; ;How Total Rewards Can Close the Work Experience/Readiness Gap , Workspan Daily article; Recent research found that, amid accelerating artificial intelligence (AI) transformation and evolving business models, 50% of organizations are prioritizing internal talent development to stay ahead — however, just 20%

Companies are trying to optimize call planning and promotion mixes by figuring out which data sources they can best leverage, such as mobility data.

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For WorldatWork Member s : ;Employee Engagement: Drivers, Measures and Outcomes , Journal of Total Rewards article;The Role of Employee Ownership in Total Rewards Strategy , Journal of Total Rewards article;Measuring Up Mentorship Programs , Workspan Magazine article;Internal Mobility Keeps Employees from Moving On , Workspan Magazine article;Total Rewards Inventory of Programs & Practices , research;Total Rewards Inventory Checklist , tool ; For Everyone: ;Focus on Employee Experience and Engagement to Bolster Talent Retention Efforts , Workspan Daily article;How Gen Z is Redefining Total Rewards , Workspan Daily article;Invest in Career Development to Retain Young Talent , Workspan Daily article ; ; Corporate loyalty — long considered a key aspect of employee longevity — is dwindling among younger workers, according to recent research from WorkProud.

Matching people to opportunities based on capabilities — not just job titles — unlocks better alignment and broader mobility, she said, adding that building the talent marketplace in skills can improve participation, give managers security that a new team member can handle the role and reassure employees that they are prepared for new responsibilities.

“With pandemic-induced remote work giving people more freedom and control over where they can do their jobs, we’ve created a community to welcome newly mobile talent to the Purdue campus, where we aim to provide life-enhancing amenities and boundless opportunities for professional success,” said David Broecker, chief innovation and collaboration officer for the Purdue Research Foundation, in a statement.

For WorldatWork Members : ;Employee Engagement: Drivers, Measures and Outcomes , Journal of Total Rewards article;The Role of Employee Ownership in Total Rewards Strategy , Journal of Total Rewards article;Measuring Up Mentorship Programs , Workspan Magazine article;Internal Mobility Keeps Employees from Moving On , Workspan Magazine article;Total Rewards Inventory of Programs & Practices , research;Total Rewards Inventory Checklist , tool ; With younger workers poised to be the largest segment of the workforce — and with millennials and Gen Z employees exhibiting less corporate loyalty — employers are scrambling to find new solutions to keep young workers engaged and reduce turnover.

Ideally, employers should offer online and mobile portals.

“Horizontal internal mobility, the ability to try new things within your organization. ...

“However, we’re seeing an uptick in focus on international talent mobility, with more and more companies seeking to establish a globalized compensation strategy for their executive-level employees,” Reda said.