Internal Mobility & Hidden Talent Identification

Succession planning often focuses on the usual suspects—those who already lead, already perform, already shine. But what about the undiscovered high-potential talent buried deep in the org chart? What about the skilled individual contributors who are ready to move—but no one’s looking?

To build an agile and inclusive leadership pipeline, organizations must get serious about internal mobility and hidden talent identification.

Why Internal Mobility Is a Succession Multiplier

Internal mobility isn’t just a retention tool. It:

• Expands your successor pool
• Accelerates development through real-world experiences
• Reduces time and cost to hire
• Builds cross-functional strength and cultural continuity

What Is Hidden Talent?

Hidden talent includes:

• Employees who perform well but are overlooked due to visibility gaps
• Individuals in non-traditional roles or underrepresented groups
• Quiet performers who lack sponsor support
• People with adjacent skills or non-linear career paths

These individuals are often excluded from reviews or talent pools, not because they lack potential—but because no one asked.

How to Surface Hidden Talent

1. Widen the Nomination Process

Most succession plans rely on manager nominations, which can reinforce bias and exclude overlooked talent.

• Allow peer or self-nominations into talent programs
• Use data (e.g., performance trends, engagement scores, project feedback)
• Audit nominations for demographic patterns

2. Leverage Technology to Detect Signals

Talent intelligence platforms, engagement tools, and learning systems can reveal:

• Fast learners and high contributors
• Informal leaders in networks
• People who consistently receive positive feedback

3. Run Open Calls for Growth Opportunities

Rather than handpicking stretch assignments or cross-functional projects, open them up to applications:

• Internal job boards or talent marketplaces
• Project-based work (gig-style)
• Short-term secondments or sprints

This allows self-selection and creates a clearer picture of ambition and ability.

Building Internal Mobility Infrastructure

Internal mobility won’t scale unless you support it with:

• Clear career paths and frameworks
• Transparent job postings and eligibility
• Manager incentives to encourage, not block, movement
• Role transition support (onboarding, backfill planning)

Developing Talent in Place

Not everyone needs to move roles to grow. For employees not yet ready to step up, consider:

• Project leadership
• Cross-functional task forces
• Acting roles or temporary coverage
• Knowledge sharing platforms (e.g., internal TED talks)

This builds exposure, confidence, and strategic context—key ingredients in successor readiness.

Overcoming Common Barriers

Manager Resistance
Fear of losing a good performer. Solution: create incentives for developing and releasing talent.

Lack of Visibility
No central database of employee skills. Solution: build internal talent profiles or skills passports.

Risk Aversion
“Let’s wait until they’re fully ready.” Solution: adopt a developmental mindset—move people into readiness, not only after.

Inclusion and Equity in Mobility

Mobility access is often skewed. To fix this:

• Track who gets offered stretch roles—and who doesn’t
• Provide mentorship or prep programs for underrepresented employees
• Normalize lateral moves as valid career growth

Conclusion

The people you need might already work for you. Succession planning isn’t just about mapping the future—it’s about uncovering the present. When internal mobility and hidden talent become part of your strategy, you don’t just build a pipeline—you build a culture of opportunity, trust, and growth.

The future is already in your building. The question is: Are you looking?