Internal talent mobility strategies help HR leaders combat the “Great Resignation” aftermath, build employee career capital, and create a competitive advantage in uncertain economic times.

Internal Talent Mobility: The Evolving Landscape From Great Resignation to Strategic Retention

Let’s take a quick look at how the talent landscape has shifted over the past few years. Since 2020, companies have been riding wave after wave of change. What started as a global crisis turned into a major reset for how we think about work. We went from mass layoffs to one of the most competitive job markets in recent memory—all in under two years. In fact, a recent survey found that 90% of companies plan to implement return-to-office (RTO) policies by the end of 2025, with 64% already having some form of RTO in place. And even now, as things have started to stabilize, the pressure to retain talent hasn’t let up.

Remember the “Great Resignation”? At one point, millions of people were leaving their jobs every month. In November 2021, a record 4.5 million workers quit their jobs. And while those numbers aren’t quite as extreme today, people are still rethinking what they want from work—more flexibility, more purpose, and better balance. It’s not just about higher pay or better perks anymore. For companies, this is a chance to really understand what motivates their people and build smarter, more flexible ways to grow and move talent from within.

The current economic climate, however, has added additional layers of complexity to these workforce dynamics. Recent policy shifts, including the implementation and subsequent reversal of certain tariffs, have created a climate of uncertainty. On again, off again tariffs that had caused market turmoil, leaving businesses seeking clarity. This unpredictability creates business reluctance to spend and invest, heightening the risk of a potential recession. As a result, organizations face the dual challenge of adapting to evolving work preferences while navigating economic headwinds that threaten growth and stability.

Why Internal Talent Mobility Matters for Your Organization

A career is the most important asset an individual has. Our “career capital” — the unique combination of our skills, experience, and savvy — is how individuals create value for themselves and enable them to contribute to organizational success. Promoting and encouraging career and employee development is a critical link in creating positive employee experiences and strengthening employee engagement and retention. Any meta-analysis of turnover data shows that a primary reason why employees resign is due to a lack of personal growth and development; organizations that pay attention to employees’ careers create an incentive to stay.

Yet, many companies have abdicated the responsibility for career management and have done little to support or enhance employees’ skills related to career navigation. How often have we heard a company tout that “employees are our most important asset” yet a closer look reveals the company has done little to encourage internal talent movement and employees lack basic career management skills. And while designing and implementing a career development program may feel complicated, it doesn’t need to be.

7 Strategic Internal Talent Mobility Practices for HR Leaders

Here are several key practices that any company can adopt, regardless of size, budget, or other resources:

1. Invest in Career Capital Development

Remember, it is through career capital that an employee contributes to organizational outcomes. Companies that invest in career capital — through employee development programs — recognize the “win-win” for all parties.

2. Prioritize Feedback and Career Conversations

Leaders need to be deeply invested in providing regular feedback and there needs to be rewards for individual learning and skill development.

3. Address Career Spillover Challenges

The reality is that all organizations only have so many roles available, particularly at senior levels. A career spillover occurs when employees remain in a role too long, creating bottlenecks for development and career pathing; and a disincentive to stay with the company. HR leaders can think about creating new opportunities through job rotations or other developmental assignments.

4. Implement a Career Lattice Approach

A lattice approach — instead of a traditional career path model — encourages and facilitates multi-directional career movement. Perhaps a company can’t create more “slots” or promotional opportunities — but you can still create new learning experiences and career journeys with lateral movements, job rotations, cross-functional project team assignments, and so on.

5. Focus on Skill Growth Over Title Advancement

Use workforce planning to identify key competencies that your organization will require over the next 2-3 years and create programming to encourage skill and competency development… and pay programs to support this.

6. Eliminate Talent Hoarding

Seek to facilitate internal talent mobility by encouraging movement across your company. Reward leaders who promote, rotate, and develop their employees, particularly those leaders who facilitate employee movement to a new role in another part of the firm. Acknowledging and rewarding these leadership behaviors will help immeasurably in creating a culture that prizes internal talent mobility.

7. Build a Foundation of Trust

Employees need to know their managers will be ok with their desire to pursue careers outside of their current job; trust and psychological safety needs to be built, encouraged, and reinforced.

Conclusion: Internal Talent Mobility – Helping Employees Help Your Organization

Career stewardship is about being purposeful and proactive in taking ownership of your career. We are all ultimately responsible for building and nurturing our own career capital and being capable career stewards. But there is a quote from the movie “Jerry McGuire” that is also relevant — “help me help you.” Savvy organizations recognize that there is tremendous value in helping their employees become more capable career stewards, and they do so by investing in employee career development programs.

So — are you helping your employees help you by investing in them?

Our groundbreaking research has uncovered a critical blind spot in talent management: your highest performers may be your most vulnerable employees. At Keystone Partners, we’ve discovered that the relationship between performance and resilience isn’t what most leadership development experts assume—and this misconception is costing organizations their best talent.

The Resilience Gap: A New Understanding

Our research journey began in 2023 when we first explored resilience in the workplace. We discovered that investing in employee resilience could significantly impact organizational outcomes, including performance, retention, and culture. Building on this foundation, our 2024-2025 research delved deeper, examining correlations between resilience, performance, and burnout.

What we found was eye-opening: there exists what we call a “resilience gap” or “burnout zone”—a discrepancy between an employee’s performance index (PI) and resilience index (RI). While many might assume high performers naturally possess high resilience, our data tells a different story.

The average performance score among respondents was 31, while the average resilience score was significantly lower at 19. This gap represents a serious risk, particularly for high-performing employees with low resilience. These individuals are productive today, but their long-term sustainability is at risk.

The Hidden Cost of the Burnout Zone

Perhaps most alarming is that employees in the burnout zone (high performance, low resilience) are five times more likely to be looking for new jobs compared to those with high resilience (50% vs. 10%). This statistic reveals the hidden cost of overlooking resilience in talent management.

Burnout isn’t just affecting employee well-being—it’s estimated to cost U.S. employers between $125 billion and $190 billion in annual healthcare expenses alone. This makes developing resilience not just beneficial but essential for organizational health and sustainability.

The Team Effect: Resilience as a Collective Strength

Our most significant finding might be that resilience is fundamentally a team sport. When even one team member receives employer-funded development, the entire team reports a 60% higher overall resilience score compared to teams with no investment at all.

This ripple effect challenges the myth that employees only care about their own development. Instead, it demonstrates that one individual’s growth fuels broader resilience and performance across the team, which can ultimately impact the entire organization.

Even more compelling, employees who benefit from team-based investments (like team development and group coaching) demonstrate 60% higher resilience scores and higher performance scores than those who received individual programs alone.

The Compound Effect of Quality Investment

Just as financial advisors talk about compound interest, we discovered a “compound earnings effect” in resilience development. Organizations that invest in three key development areas—skill development, leadership training, and coaching—see nearly 30% higher resilience scores compared to those investing in just one area (which yields about 19.5% improvement).

However, it’s not just about spending more—it’s about spending wisely. Quality matters more than quantity when it comes to development programs. When employees reported positive perceptions of learning experiences (describing them as engaging, relevant, and enjoyable), their resilience scores more than doubled compared to those reporting negative perceptions.

Strategic Implementation: Where to Focus Your Investment

Based on our research, here are four actionable strategies for building resilience in your organization:

1. Identify high performers with low resilience: These employees in the burnout zone should be your top priority, as they’re already at risk of leaving.
2. Close the resilience gap with quality development: Invest in comprehensive development programs that address multiple areas rather than spreading resources too thinly.
3. Make resilience a team sport: Team-based investments yield significantly higher returns than individual programs alone.
4. Foster a leadership culture that prioritizes resilience: Leaders who model resilience encourage the same traits in their teams and promote well-being alongside performance metrics.

FAQs from HR Leaders

During our webinar, several insightful questions came up that further illuminate the practical implications of our research:

Q: Have you correlated an increase in resilience to financial performance?
A: Yes, our research report includes several pages showing the direct link between resilience and financial performance metrics.

Q: Has team-based group coaching been part of the research to determine its impact on team performance?
A: Absolutely. Our findings confirm that team-based interventions—including team development, group coaching, and leadership development programs surrounding the team—significantly amplify resilience levels organization-wide.

Q: Is it the offering of quality programs alone or what is learned in the programs that drives resilience?
A: It’s about matching the right development to the right moment in the employee lifecycle. For example, a first-time manager needs foundational skills like communication and delegation, while a newly promoted enterprise leader might benefit from a “first 100 days” coaching program. The quality of these targeted interventions matters more than spreading development resources across all levels.

Q: How do you create awareness about how important resilience is when some companies see burnout as a weakness?
A: Use research data to your advantage. Show that low resilience is not a weakness but a skill gap that can be addressed through development. Demonstrate that in our volatile business environment, building resilience is a strategic advantage, not an optional soft skill.

The Competitive Edge

The bottom line is clear: resilience is no longer optional for organizations that want to thrive. By proactively providing targeted development and coaching, companies can mitigate burnout and retain high-performing employees who might otherwise be looking for the exit.

Organizations that make resilience a key strategic initiative will see the impact on their bottom line through greater retention, engagement, organizational health, and optimism about the future. In today’s challenging business landscape, resilience might just be your most powerful competitive advantage.

Contact us today to learn how we can support your organization.

By Sarah Scudder, VP Career Management

Discover proven career transition strategies through The Bear’s ‘Napkins’ episode. Learn how Tina navigates job loss with expert tips for networking and success.

An episode of the Emmy award winning show The Bear struck a chord with so many of us here at Keystone Partners. The episode, “Napkins”, featured Tina pounding the pavement as she faces a sudden layoff after working fifteen years with a candy company. The episode provides insight into Tina’s backstory and journey to working at The Beef as a line cook.

We see Tina handing out paper resumes at random places.  We watch as Tina gets hopeful about a job that she applied for and when she shows up to the job, she’s greeted with “There’s no job” by the receptionist without even looking up.  The narrative poignantly captures the struggles of middle-aged women in the workforce, highlighting Tina’s feelings of worthlessness and invisibility as she competes with younger job candidates. It was a painful episode to watch as it vividly portrayed the isolation, despair, and rejection of job hunting after a significant job loss.  

We know firsthand that the job loss experience can be a deeply personal journey, especially for those who have invested many years with a single organization. Here, we offer a few strategies for helping individuals cope with job loss and prepare for their next career move.

Create an Exit Statement

How are you going to talk about the job loss. That is one of the first things that helps people process through what happened to them. 

For many employees, when they suffer a job loss, their first question to their employer is, “Why me?” and often they are not given a clear answer. Left to our own thoughts, we often feel deeply hurt, especially when we have contributed many years to an organization. 

Asking questions to help guide her to answers that make sense and supporting her with framing up what to say regarding job loss helps the person move forward.  It allows her to process the change thoroughly so that her emotions don’t surface unexpectedly during job interviews.

The goal of career transition is to help Tina reach a place where she can approach her job search with a positive mindset. For someone like Tina who has 15 years of history to process, it is like peeling an onion and it’s important to help her work through those layers gradually. By doing this, we can assist her in framing the experience in a healthy way.

Focus on your Ideal and be Targeted

Experiencing an unexpected job loss can significantly impact your self-esteem and confidence, regardless of your position or background, as illustrated by Tina’s situation.  For people like Tina who have worked at companies for a long time, they often question whether they will resonate in the job market.

Talking through her accomplishments at work, likes, dislikes, favorite projects, values, skills and interests, and then taking time to really think and identify ideal roles (and why!), can allow her to see this as an opportunity and bring more positivity to the process.  Aligning all of this when developing your resume and communications is what we see bring success. 

Often people think that casting a broader search net will bring them quicker results, but we find having more focused search messaging brings more success.  What you put out there is often what you get back.

Leverage your LinkedIn network

When you’ve worked at the same organization for a long time, it’s not uncommon for people to say that they haven’t done much external networking. Their network within the organization is strong, but not outside, and they frequently feel limited by this. You often have more tentacles out there than you realize and using LinkedIn to identify and reconnect with old colleagues can bring you much needed positive energy. 

The key is to do it strategically, staying focused on the long-term relationship and not just on the short-term gain of finding your next job.  Be sure to optimize your LinkedIn profile and align to the roles you are targeting, and this will also help you be found by recruiters.

This episode resonated with us as it showed how hard the job candidate’s experience is and the impact that this transition has on individuals. The reality is that it’s hard for employers to do it well. It’s not a positive experience for most job candidates. And we find that an employee that is impacted by a sudden job loss when they have been out of the job market for a long time will often feel lost because so much has changed, making it hard to navigate on their own.

Getting up to date support is important, as is having someone to go to who understands, listens, and supports you emotionally though the ups and downs of the process. Tina’s journey reflects broader themes of resilience and adaptability during the job-hunting process, making her story relatable to viewers who have faced similar challenges in their lives.  And in the end look at where she ended up… in her dream job!

Contact Keystone Partners today to learn how we can support your organization through empathetic RIFs.

Discover 20 data-driven strategies for employee burnout prevention in 2025. Learn how to measure, manage, and mitigate workplace stress while maintaining organizational performance.

Employee burnout has emerged as one of the most pressing challenges facing organizations. With stress levels at their highest in a decade, HR leaders must take proactive steps to protect their workforce’s mental health and maintain organizational performance.

Understanding the Scope of the Problem

Recent data paints a concerning picture: nearly 70% of HR leaders report increased burnout in their organizations over the past year. Even more alarming, almost 8 in 10 employees experience burnout on the job at least occasionally. For women leaders, the challenge is particularly acute, with many managing twice the caregiving responsibilities of their male counterparts while maintaining full-time careers.

What Exactly Is Burnout?

Burnout isn’t simply being tired or stressed—it’s a state of mental, physical, and emotional exhaustion caused by prolonged stress. The World Health Organization recognizes it as an occupational phenomenon characterized by:

• Complete energy depletion
• Increased mental distance from one’s job
• Reduced professional efficacy
• Negative or cynical attitudes toward work
• Difficulty maintaining focus and productivity

The Truth About Employee Burnout Prevention

One crucial insight that many organizations miss: it’s not the volume or intensity of work that causes burnout—it’s the inability to manage it effectively. This distinction is vital for developing effective prevention strategies.

The Gender Gap in Burnout

Recent studies from The Lancet Public Health reveal a concerning trend: women leaders often shoulder twice the caregiving responsibilities while maintaining full-time careers. As we move toward 2025, organizations must address these disparities to create truly inclusive wellness strategies.

20 Future-Proof Strategies to Prevent Burnout

Immediate Implementation Strategies

1. Start Smart: Begin each day with high-impact, satisfaction-generating tasks
2. Early Bird Advantage: Implement flexible start times to allow employees to work during their peak productivity hours
3. Nutrition Focus: Establish workplace wellness programs emphasizing proper hydration and protein-rich snack options
4. Micro-Break Culture: Normalize short, frequent breaks including walking meetings

Physical and Mental Wellness

5. Movement Integration: Create hybrid workspaces that encourage physical activity
6. Journaling Programs: Introduce structured reflection time during work hours
7. Meditation Spaces: Designate quiet areas for mindfulness practices
8. Gratitude Practice: Implement team-wide celebration of daily wins
9. Achievement Recognition: Shift from to-do lists to “accomplished” lists
10. Progress Tracking: Implement visual progress tracking tools

Workload Management

11. Capacity Planning: Develop AI-assisted workload distribution systems
12. Boundary Setting: Create clear guidelines for after-hours communication
13. Protected Time: Establish mandatory offline periods
14. Digital Sunset: Implement automatic system shutdowns at day’s end
15. Sleep Priority: Offer sleep hygiene education and support

Cultural Transformation

16. Community Building: Foster in-person and virtual social connections
17. Mindset Training: Provide positive psychology resources and training
18. Emotional Intelligence: Develop self-regulation skills training
19. Career Pathing: Create clear growth and transition opportunities
20. Resilience Building: Train teams in adaptive response strategies

Future-Proofing Your Organization: 2025 and Beyond

Measuring Success

To future-proof your burnout prevention strategy, implement these key metrics:

• Regular burnout risk assessments
• Employee engagement scores
• Productivity metrics
• Retention rates
• Wellbeing indicators

The Economic Impact

Preventing burnout isn’t just about employee wellbeing—it’s about organizational sustainability. Keystone Partners’ latest ebook notes that:

• 70% of executives said they were seriously considering quitting their job to find one that better supports their well-being.
• 81% said that a job that supports their well-being is more important than advancing their career.

Organizations that fail to adapt to this new reality risk losing not only their top talent but their competitive edge in an increasingly challenging business landscape.

Moving Forward

As we approach 2025, organizations must evolve from reactive to proactive burnout prevention. The key lies in creating sustainable systems that support employee wellbeing while maintaining productivity and innovation.

Don’t wait for burnout to impact your organization. Start implementing these future-proof strategies today to create a resilient workforce ready for 2025 and beyond.

Ready to future-proof your organization against burnout? Contact Keystone Partners and download our latest ebook on preventing burnout today.

Discover the four essential steps HR leaders need to implement for a successful executive transition. Learn how to plan, adapt, search, and onboard senior leaders effectively.

Why Executive Transition Planning Matters

Successful executive transitions are critical for companies to continue meeting their business objectives. Effective preparation includes anticipating that leaders will leave, planning in advance, adapting at the moment of departure, and fully supporting comprehensive onboarding of both interim and replacement leaders.

We all know that change is constant or at least right around the corner. When transitions happen at the senior executive level, it’s not only stressful for the people coming and going, it also affects the entire enterprise. Research shows that successful transitions lead to business benefits for organizations, whereas ineffective transitions hinder results. To reach optimal outcomes, the best you can do is prepare for change at the top. There are four aspects to developing an effective Executive Transition Plan for your organization:

1. Plan in advance
2. Adapt as needed
3. Search for a replacement
4. Support the onboarding of the replacement

Change at the top reaches all levels of an organization. If it goes well, the company can continue to succeed. If not, the enterprise is less likely to reach its measures of success. McKinsey research^[1] shows that when a senior executive transition is seen as a success, there is a “90% higher likelihood that teams will meet their 3-year performance goals,” and teams have a “13% lower attrition risk.” For unsuccessful transitions, teams can face “20% less engagement,” and “15% lower performance.” The research also shows that almost half of executive transitions are deemed failures.

What leads to this high rate of failed leadership change? “…[L]eaders are typically underprepared for—and undersupported during—the transition to new roles.” Onboarding comprised of one sole event or completely self-directed activities are recipes for disaster. Systematic transition processes anticipate needs and requirements, prepare for departures, and plan for new arrivals. Transition teams, 30-60-90-180 day plans, onboarding and executive coaching, and more will help plan for and successfully conduct effective senior leadership transitions.  

In general, senior leaders leave organizations for three primary reasons:

1. A personal emergency demands their full attention and they leave immediately
2. They decide to leave or retire and schedule their last day sometime in the future
3. The enterprise removes them, either for cause or due to restructuring, immediately or by an agreed upon date

The transition plan for all of these scenarios is the same:

1. Plan in advance for potential transitions
2. Adapt the plan when a transition happens and put an internal interim in place
3. Search for a replacement (who might be the interim)
4. Onboard and support the replacement

The Four Pillars of Executive Transition Success

The difference among the leaving scenarios is whether there is any warning (e.g., a retirement) or not (e.g., emergency). To be ready for any of them, the organization must anticipate, plan ahead, and develop processes. Below are details of how to layout a comprehensive Executive Transition Plan.

Step 1: Plan in advance for potential transitions

Before anyone announces that they are leaving, the only way to prepare is to anticipate that it will happen one day by a member of the senior leadership team and make plans accordingly. Steps include:

• A. Develop a Transition Team
  • It will take a team of people from different functional areas of the business to conduct the tasks laid out below. Broad representation will also create buy-in across the company for actions taken.
• B. Appoint a Transition Manager
  • There needs to be a point person; someone ultimately accountable and in charge of the Transition Team. Some companies choose to contract with a transition coach or consultant to lead them through the process.
• C. Define which executive roles to make plans for
  • Which leaders will the Transition Team focus on? Which executives are in roles that are important enough that if they left without warning, the organization would need someone to cover their functions immediately?
• D. Develop clear and accurate job descriptions for each senior leadership role
  • It will be impossible to fill a role effectively or get someone to cover it well if there is not an accurate understanding of the position, so create or update job descriptions and have the leaders in each role review and edit them. Include general responsibilities based on an aligned vision of the position either between the senior leadership team (SLT) and the Board, or just among the SLT, depending on the level of the role. Clarify the priorities and expectations.
• E. Create a plan with the organization’s future in mind, not just the current state
  • The Transition Team, in coordination with the SLT and the Board, develops a transition action plan to manage the process and support the interim. The action plan will include elements such as developing internal and external announcements about the change, how to onboard the internal interim, how to guide them to unearth critical and timely issues, how to help them integrate with and lead the team, and how they should prepare for eventually bringing a permanent replacement up to speed.
• F. Identify and cultivate potential internal interims
  • Create the list of internal go-to candidates who could take over ASAP. Then start training them to be ready. Put them in touch with the leader they would take over for. Have them establish periodic check-ins to keep updated about how the role evolves.

Step 2: Adapt the plan when a transition happens and put the internal interim in place

When it’s clear that a senior leader is actually going to leave, it’s equivalent to a stating gun going off. It’s time to jump into action; the clock is now ticking:

• A. Tap the appointed interim immediately
  • Notify the interim as soon as possible so they can start getting up to speed. Have them review the job description and transition action plan. Also, check-in with the SLT and the Board for any changes to strategic direction, company objectives, etc. that may shift either the responsibilities or objectives of the role.
• B. If there is some warning and time to ramp up
  • Have the person who will be leaving document their current responsibilities, priorities (including critical issues), daily tasks, etc. – anything that will help transition the work to the interim. Develop an agenda for a hand-off meeting between the person leaving and the interim.
• C. Have the interim develop a plan and get started
  • Put the interim in place and request that they put together their own action plan including identifying critical and timely issues, integrating with and leading the team, cultivating ongoing projects and strategic initiatives, and preparing for bringing in a permanent replacement.

Step 3: Search for a replacement

Develop a search committee and have them review the company strategic plans, priorities, objectives, etc. to develop a prioritized list of what’s most important in a replacement. Then work through the usual search steps such as creating the job posting, identifying compensation, recruiting, screening, interviewing candidates, and ultimately presenting recommended candidates to the SLT or Board, whichever is appropriate.

Step 4: Onboard and support the replacement

• A. Assign at least a mentor if not an executive coach with experience in executive transitions
  • As written in Forbes[2], a new executive has twice the chance of success in the role if they work with an executive coach. The leader coming in needs to do the usual analysis of the culture, team, stakeholders and strategy, but what is usually neglected is conducting an inner analysis of what they need to be successful and what leadership style will be effective. An executive coach has the techniques to help focus the new executive’s inner investigation, as well as what information they can collect to help them identify how to be successful. The leader will gain a clear understanding of their executive values, leadership philosophy, purpose, and success factors.
• B. Design an effective onboarding plan
  • Take the new executive through an overview of what onboarding will involve. Develop a schedule for the new leader to meet other senior leaders, team members, and stakeholders. Provide information to read and review. Remember that some of these activities can begin before their first day.
• C. Help them develop a 30-60-90-180-day plan
  • Coordinate on building their own 30-60-90-180-day plan for integrating into the team, beginning to add value and ultimately having impact. The plan will go out as far as 180 days because according to McKinsey, “Stakeholders typically expect a new CEO [or C-Suite executive] to propose a new strategic vision within the first eight months, not the first 100 days.”
  • Their 30-60-90-180-day plan should emphasize dealing with immediately critical issues, assessing the team and the business, identifying changes to make and initiatives to pursue, and detailing how to implement the changes and initiatives. It will focus on assessing, then acting. McKinsey identified five areas to focus on to “take stock” and then “take action”: their business function, the company culture, the team, themself, and other stakeholders. In general, in the first 30 days, observe, ask questions, assess, meet people, identify fires to put out and potential early wins. During the second 30 days, build a vision and change management plan, start to set direction. In the third 30 days, implement the plan and start executing. Days 91-180, focus on strategic planning for operations, finance, and people, as well as to meet overall company objectives.
  • Help the new leader build the plan. Have them identify what they will start doing, continue to do, and stop doing. Ask them to identify what can be delayed or terminated. Have them stop projects as they introduce new projects, or ask where they will expand resources. Ultimately, they are building a blueprint to assume leadership of the team, build alignment and relationships with stakeholders, join the company culture, and focus on a strategic vision and plan.
• D. Set them free
  • Give them the autonomy and independence to excel. At the same time, support them as needed as they work their plan.

Next Steps for HR Leaders

Being ready for an executive transition will support the success of your company when it happens. By conducting preliminary work, adapting as needed, being ready to search for a replacement, and supporting the interim and replacement executives as they get started, you can prevent the pitfalls of an area of your business being rudderless.

Are you preparing for potential senior leader transitions? Ensure that the replacement will be supported as they onboard. Contact us today to learn how we can help with executive coaching and leadership development.

[1] Scott Keller, “Successfully Transitioning to New Leadership Roles,” People & Organizational Performance, 5/23/2018, https://www.mckinsey.com/capabilities/people-and-organizational-performance/our-insights/successfully-transitioning-to-new-leadership-roles#/

[2] Marina Cvetkovic, “Why Many Executive Transitions Fail and How to Help Ensure Success,” Forbes > Leadership, 4/5/2021, https://www.forbes.com/sites/forbescoachescouncil/2021/04/05/why-many-executive-transitions-fail-and-how-to-help-ensure-success/

Explore emerging careers through 2025 in clean energy, healthcare, and tech sectors. Get expert guidance on career transitions, training opportunities, and professional support to accelerate your path to high-growth fields.

Considering a career change? You’re not alone. Whether you’re exploring new opportunities or facing an unexpected transition, understanding today’s fastest-growing fields can help you make informed decisions about your next move.

High-Growth Career Paths Worth Exploring

1. Clean Energy: No Experience Required
   • Wind turbine technicians top the Bureau of Labor Statistics’ fastest-growing occupations list
   • Entry-level salaries: $60,000-$70,000
   • Two-year training programs available with high placement rates
   • Solar panel installation ranks second for job growth
   • Modern training uses VR technology for hands-on experience
2. Healthcare: Mid-Career Transition Friendly
   • Nurse practitioners rank third in job growth
   • Fast-track option: 18-month accelerated nursing program for career changers with any bachelor’s degree
   • Boston area starting salaries: $120,000-$130,000
   • Multiple entry points and flexible education paths
3. Technology: The AI Revolution
   • Data science (ranked 4th) and information security (ranked 5th) lead tech growth
   • Rising demand in:
     • Cybersecurity
     • AI-related positions
     • Data analysis

Making Your Transition Possible

Financial Support

• Massachusetts residents: Free community college tuition available
• Many employers offer tuition assistance programs
• Certificate programs provide cost-effective alternatives

Skills Development

“It’s just being nimble and willing to learn, especially for those who’ve been in the market a bit. Because that is something that when we work with clients, we take a look at that in terms of what can you get in your tool kit in terms of skills, what certificates can you get.”

– Mary Cavanaugh, SVP for Career Management at Keystone Partners

HR Leaders: Supporting Employees Through Transition

During workforce reductions, partnering with career transition experts can:

• Provide immediate, expert guidance to affected employees
• Work with employees one-on-one to enter industries based on transferable skills
• Offer structured support through certified career consultants
• Maintain company reputation and employee resilience
• Reduce legal risks
• Help employees navigate the job market more effectively
• Provide data-driven insights

Why Take Advantage of Provided Career Transition Support

A career transition partner offers you:

• One-on-one dedicated support
• Expert market knowledge and industry connections
• Personalized assessment of transferable skills
• Professional resume and LinkedIn optimization
• Interview preparation and salary negotiation coaching
• Emotional support during challenging transitions

About Keystone Partners: We specialize in helping both organizations and individuals navigate career transitions successfully. Our certified career consultants provide personalized guidance to help you identify and secure your next opportunity.

Contact us to learn how we can support your organization or to take advantage of your provided career transition services.

2024 HR RIF Planning Guide: Get 6 actionable strategies from Keystone Partners on outplacement, retention, and employer brand protection. Expert solutions for HR leaders managing workforce transitions.

Is your organization prepared for the dramatic shift in today’s labor market? Recent high-profile layoffs and declining job creation rates are signaling major changes ahead. Here’s what HR leaders need to know – and do – to stay ahead in 2024.

The Great Resignation Is Over: Here’s What’s Next

The employment landscape has undergone a seismic shift. While 2022 saw an average of 400,000 new jobs monthly, that number plummeted to just 116,000 by mid-2024. With industry giants like CVS Health announcing 3,000 layoffs, it’s clear: we’re entering a new era of workforce management.

“If [employees] think they can just go across the street and find that other opportunity or go someplace else for a 20% pay bump, that’s not going to happen.”
— Elaine Varelas, Senior Executive, Keystone Partners

Why HR Leaders Can’t Ignore These Changes

The stakes are higher than ever. Your organization’s ability to navigate this transition could mean the difference between thriving and merely surviving. Let’s dive into the five critical strategies you need to implement now.

1. Revolutionize Your Retention Strategy

Don’t wait for resignation letters to start thinking about retention. Here’s what works now:

• Performance Excellence Programs
  • Implement clear metrics for success
  • Create visibility for high performers
  • Establish regular feedback loops

• Cross-Departmental Opportunities
  • Design short-term rotation programs
  • Create project-based learning experiences
  • Foster innovation through collaboration

2. Master the Remote Work Challenge

Remote work isn’t going anywhere. Make it work better:

✓ Establish clear documentation protocols

✓ Create engaging virtual presence guidelines

✓ Implement performance visibility systems

✓ Schedule regular virtual touchpoints

3. Bridge the Generation Gap

Your workforce spans multiple generations. Turn this challenge into an opportunity:

• Launch Reciprocal Mentoring
  • Pair digital natives with experienced leaders
  • Create knowledge-sharing platforms
  • Measure and celebrate success stories

• Update Skill Development
  • Implement micro-learning opportunities
  • Create tech fluency programs
  • Develop cross-generational project teams

4. Transform Your Communication Strategy

In uncertain times, communication becomes crucial:

1. Develop crisis communication protocols
2. Create transparency frameworks
3. Establish regular update channels
4. Train leaders in effective communication

5. Future-Proof Your Workforce

Don’t just react to change – prepare for it:

• Audit current development programs
• Enhance succession planning
• Update risk management protocols
• Strengthen training initiatives
• Review performance documentation
• Build resilience through development and outplacement offerings

6. Protect Your Employer Brand Through Strategic Outplacement

Smart HR leaders know that how you handle departures is just as crucial as how you manage current talent. Here’s why investing in outplacement services isn’t just good for departing employees – it’s essential for your organization’s future.

The Hidden ROI of Career Transition Support

Financial Benefits:

• Minimize potential legal risks
• Lower severance negotiation expenses

Reputation Management:

• Maintain positive employer brand
• Preserve relationships for boomerang possibilities
• Strengthen current employee morale
• Enhance recruitment capabilities

By the Numbers:

• Companies offering outplacement are 38% less likely to have former employees post negative reviews (source)
• 87% of those who received both career development and career transition services felt the employer-employee relationship was reciprocal (source)
• 65% of employees who have not experienced career transition services still feel that having those services available to them would positively impact their employee experience (source)

Why Modern Outplacement Matters More Than Ever

In today’s hyperconnected world, your employer brand can’t afford a hit. Consider these market realities:

• Social Media Impact: One negative post from a displaced employee can reach thousands
• Talent Competition: Future candidates research how you treat departing employees
• Employee Morale: Remaining team members watch how you handle separations
• Future Rehiring: The job market is cyclical – today’s departing talent could be tomorrow’s needed expertise

What Effective Career Transition Support Looks Like

Modern outplacement programs should include:

• HR/management support and partnership
• Virtual career coaching
• Personal branding support
• Digital job search strategies
• Network building tools
• Resume optimization
• Interview preparation

HR RIF Planning Guide 2024 – Implementation Checklist

Ready to enhance your career transition strategy? Start here:

• Audit current separation practices
• Evaluate outplacement service providers
• Create standardized transition packages
• Develop communication templates
• Train managers on separation conversations
• Establish success metrics
• Plan remaining employee engagement strategy

Best Practices for Maximum Impact

1. Start Early
   • Begin planning before announcements
   • Prepare resources in advance
   • Train managers proactively
2. Communicate Clearly
   • Provide detailed program information
   • Set clear expectations
   • Maintain consistent messaging
3. Offer Comprehensive Support
   • Include various career transition tools
   • Provide multiple support channels
   • Allow flexible program access
4. Measure and Adjust
   • Track utilization rates
   • Gather participant feedback
   • Monitor employer brand metrics

The Bottom Line: Act Now or Fall Behind

The market shift is already happening. Organizations that adapt quickly will gain a significant competitive advantage. As Elaine notes, “People need to be prepared for whatever might come.”

Quick Action Guide for HR Leaders

This Week:

• Review current workforce metrics
• Identify vulnerable positions
• Schedule leadership strategy session

This Month:

• Update communication protocols
• Launch cross-generational initiatives
• Enhance remote work guidelines

This Quarter:

• Implement new retention strategies
• Develop crisis management plans
• Create skill development roadmaps
• Seek outplacement expert advice

Ready to Transform Your HR Strategy?

The time to act is now. These market changes present an opportunity for forward-thinking HR leaders to demonstrate strategic value and build organizational resilience.

What’s Your Next Move?

Share this HR RIF Planning Guide with your team and start implementing these strategies today. Want to stay updated on the latest HR trends and strategies? Subscribe to our newsletter for weekly insights delivered straight to your inbox.

Discover how building a coaching culture can transform your organization. Learn 5 proven strategies to boost employee engagement and drive up to 788% ROI through effective workplace coaching.

The phrase “We need to create a coaching culture” has become a common refrain across organizations of all sizes and industries. But what exactly is a coaching culture, and why has it become such a critical focus for forward-thinking leaders?

As partners to HR in leadership development and executive coaching, we’ve seen firsthand the transformative power of coaching cultures. In this blog, we’ll demystify this concept and explore how it can drive tangible business impact.

Defining a Coaching Culture

At its core, a coaching culture is an organizational environment where:

1. Every level of the organization focuses on individual growth and development
2. Feedback is actively sought and shared constructively
3. Empathy is a cornerstone of interactions
4. Meaningful conversations drive daily impact and performance improvement

It’s not just about formal coaching sessions, but a pervasive mindset that infuses all aspects of organizational life.

The Business Case for a Coaching Culture

While the importance of coaching might seem intuitive to HR professionals, proving its value to the C-suite often requires hard data. Fortunately, the numbers speak for themselves:

• Studies have shown significant ROI for companies investing in coaching, with some reports citing returns as high as 788%. source
• Organizations with strong coaching cultures report higher employee engagement, increased productivity, and improved financial performance.

Beyond the numbers, consider the ripple effects. Well-coached employees are more likely to:

1. Stay with the company, reducing turnover costs
2. Innovate and problem-solve creatively
3. Collaborate effectively with colleagues
4. Provide better customer service
5. Develop into future leaders

The Evolving Role of Leadership

The need for a coaching culture is amplified by the changing nature of leadership itself. In our post-pandemic, AI-driven world, leaders can no longer rely solely on technical expertise or positional authority. Instead, they must excel at:

• Fostering collaboration in distributed teams
• Navigating complex human challenges
• Leading with creativity and innovation
• Promoting inclusivity across diverse workforces

These skills align perfectly with a coaching approach to leadership.

Building a Coaching Culture: 5 Key Strategies

Based on our research and experience working with diverse organizations, here are five strategies that successful companies use to build a robust coaching culture:

1. Democratize Coaching Skills: Make coaching a core competency at all levels of the organization, not just for senior leadership. This creates a multiplier effect, with coaching conversations happening throughout the company.
2. Leverage Natural Talent: Identify and nurture those in your organization who have a natural aptitude for coaching. These “coaching champions” can help spread best practices and enthusiasm for coaching throughout the organization.
3. Celebrate and Reward Coaching Behaviors: Publicly recognize and reward those who exemplify great coaching. This sends a clear message about the behaviors your organization values.
4. Start at the Top: While coaching should be organization-wide, having visible buy-in and participation from senior leadership is crucial. When executives talk openly about their own coaching experiences, it normalizes the practice and encourages others to engage.
5. Integrate Coaching into Key Moments: Build coaching into critical points in the employee lifecycle, from onboarding to promotions to offboarding. This ensures that coaching is seen as an integral part of the employee experience, not just an occasional add-on.

Overcoming Challenges

Creating a coaching culture is not without its challenges. Some common hurdles include:

• Resistance from leaders who view coaching as a sign of weakness
• Lack of time and resources for coaching initiatives
• Difficulty in measuring the impact of coaching efforts

To overcome these obstacles, consider:

1. Framing coaching as a tool for high performance, not a remedial measure
2. Starting with small, targeted initiatives to demonstrate value
3. Using a mix of quantitative and qualitative measures to track impact

The Role of HR in Cultivating a Coaching Culture

As HR leaders, you play a pivotal role in fostering a coaching culture. Here are some ways to drive this initiative:

1. Advocate for Resources: Make the business case for investing in coaching programs and training.
2. Lead by Example: Embody coaching behaviors in your interactions with colleagues and stakeholders.
3. Provide Tools and Training: Equip managers with the skills and resources they need to be effective coaches.
4. Integrate Coaching into HR Processes: Incorporate coaching elements into performance reviews, succession planning, and talent development programs.

Looking Ahead: The Future of Coaching Cultures

As we look to the future, it’s clear that coaching cultures will play an increasingly vital role in organizational success. In a world of rapid change and uncertainty, the ability to adapt, learn, and grow is more crucial than ever. Organizations that can harness the power of coaching to unlock their employees’ potential will be better positioned to navigate challenges and seize opportunities.

Creating a coaching culture is not a quick fix or a one-time initiative. It’s a long-term commitment to changing how your organization approaches learning, development, and leadership. But the potential rewards—in terms of employee engagement, innovation, and organizational agility—are immense.

By championing coaching within our organizations, we’re not just developing better leaders—we’re creating more resilient, adaptable, and successful companies ready to thrive in the ever-changing landscape of modern business.

Contact us today to learn how we can support you and your organization.

Discover how to foster a robust learning culture to enhance organizational resilience in today’s VUCA world.

Learn key strategies for effective leadership development and creating a sustainable growth mindset.

In today’s rapidly evolving business landscape, the ability to adapt and learn continuously is no longer a luxury—it’s a necessity. HR leaders are tasked with not just managing talent, but nurturing it to thrive in what we often call a VUCA world: volatile, uncertain, complex, and ambiguous. But how do we build organizational resilience in the face of such unpredictability?

The answer lies in cultivating a robust learning culture, particularly for emerging leaders who will shape the future of our organizations. Let’s explore how we can unlock this potential and create sustainable growth.

The Imperative of Resilience

Recent research has shown that resilience—the capacity to absorb change and continue doing our best work—is a critical factor in organizational success. In fact, it should be a primary strategic objective at the highest levels of any organization. Why? Because resilient employees create resilient organizations, capable of not just surviving but thriving in today’s ever-changing environment.

The Learning-Resilience Connection

Building resilience isn’t about controlling external factors—it’s about developing internal capabilities. And the key to this development is effective professional development. By investing in learning, we’re not just imparting skills; we’re cultivating an adaptable mindset that can navigate uncertainty with confidence.

Rethinking Leadership Development

Traditional approaches to leadership development are often falling short in today’s fast-paced world. One-off training sessions or sporadic online modules simply don’t cut it anymore. We need a more holistic, integrated approach that embeds learning into the fabric of daily work life.

Here are some key principles to consider:

1. Micro-learning for macro impact: Break down complex concepts into digestible, daily lessons that can be immediately applied.
2. Applied practice: Provide structured opportunities for leaders to practice new skills in real-world contexts.
3. Personalized insights: Use assessments to heighten self-awareness and tailor learning to individual needs.
4. Peer learning: Leverage the power of group dynamics through live coaching sessions where leaders can learn from each other’s experiences.
5. Manager involvement: Engage direct managers in the learning process to ensure accountability and reinforce new behaviors.

The Accelerator Approach

One innovative model that embodies these principles is the Accelerator Program. This approach combines self-paced micro-learning with live group coaching, applied practice activities, and manager involvement to create a comprehensive learning journey.

Key features include:

• Drip content: New lessons are released weekly, allowing for gradual skill building and preventing an overwhelming experience.
• Multi-modal learning: Variety in content delivery (videos, podcasts, readings, discussions) caters to different learning styles.
• Real-world application: Structured activities encourage immediate application of new concepts in the workplace.
• Cohort-based learning: Live sessions foster peer-to-peer learning and provide opportunities for real-time problem-solving.
• Manager support: A parallel track for managers ensures they can effectively support and reinforce their team’s learning.

Measuring Impact

One of the biggest challenges in leadership development has been demonstrating ROI. Modern approaches are tackling this head-on with real-time analytics dashboards that track not just completion rates, but also knowledge retention and behavior change over time.

This data-driven approach allows HR leaders to:

1. Demonstrate tangible impact to stakeholders
2. Identify areas for future improvement
3. Tailor interventions to individual and organizational needs

Creating a Learning Culture: Beyond Programs

While structured programs are valuable, truly unlocking a learning culture requires a broader shift in organizational mindset. Some strategies to consider:

1. Normalize continuous learning: Celebrate and reward learning behaviors at all levels of the organization.
2. Create psychological safety: Foster an environment where it’s safe to experiment, fail, and learn from mistakes.
3. Integrate learning into workflows: Look for opportunities to embed learning moments into everyday work processes.
4. Lead by example: Encourage senior leaders to share their own learning journeys and challenges.

The Path Forward

As we navigate the complexities of the modern business world, the ability to learn, adapt, and grow is our greatest asset. By reimagining leadership development and fostering a true learning culture, we can build the organizational resilience needed to thrive in uncertainty.

The future belongs to organizations that can turn change into opportunity, and challenges into growth. As HR leaders, we have the power to shape this future by unlocking the learning potential within our teams and organizations.

Are you ready to embark on this journey of continuous learning and adaptation? The time to start is now.

Discover how outplacement services can elevate your company’s reputation, create brand advocates, and attract top talent. Learn from HR insights and improve your employer brand.

Fear. Frustration. Anger. Grief. Guilt. Losing your job is a complex and often highly emotional process. For organizations, it’s equally challenging, causing disruption and impacting both morale and productivity. In today’s hyper-connected world, the repercussions of job losses can ripple far beyond your office walls, potentially causing significant damage to your brand reputation – especially if those exiting feel they’ve been treated unfairly.

As HR leaders, we’ve seen how quickly voices can amplify on social platforms, leaving businesses scrambling to recover goodwill. But here’s the thing: at some point, every organization will face workforce changes. It’s not a matter of if, but when. The key is how we handle these transitions.

Investing in your people, even as they’re leaving, isn’t just the right thing to do – it’s a strategic imperative. It reinforces a positive brand reputation, minimizes the internal impact of change, and keeps you attractive to top talent. For many forward-thinking organizations, the secret weapon in delivering a great exit experience is a comprehensive outplacement service.

Let’s explore three crucial ways outplacement services can elevate your company’s reputation in today’s dynamic workplace:

1. Boost External Reputation in a Digital-First World

In an age where a single tweet can go viral, how you handle departures matters more than ever. A robust outplacement service empowers your organization to offer dedicated support to exiting employees, providing a safe space to process emotions and plan next steps with expert guidance.

This approach yields benefits beyond the individuals involved:

• Demonstrate Values in Action: Shows your commitment to people-first values, even in tough times.
• Positive Digital Footprint: Increases the likelihood of favorable mentions on social media and review sites.
• Crisis Prevention: Proactively addresses potential negative narratives before they gain traction.

A strong, people-focused culture is an invaluable asset with significant impact on external brand and social reputation. By outsourcing to experts, you provide structure and support during uncertain times while reinforcing the values that underpin your wider brand.

2. Transform Departing Employees into Lifelong Brand Advocates

Today’s workforce has unprecedented access to platforms for sharing their experiences – from Glassdoor to LinkedIn, Reddit, and beyond. These digital ‘water cooler’ conversations shape external opinions and influence potential hires.

A thoughtful outplacement service can turn this potential risk into a remarkable opportunity:

• Create a Positive Narrative: Helps departing employees see their time with you as a valuable chapter in their career story.
• Extend Your Network: Fosters a community of external brand ambassadors who carry your values into new organizations.
• Harness the Boomerang Effect: Keeps the door open for top talent to return, bringing fresh perspectives and skills.

By creating a structured plan where people can process their emotions and envision a positive future, you’re far more likely to cultivate advocates rather than adversaries.

3. Attract and Retain Top Talent in a Competitive Market

Your employer brand is more critical than ever. In a world where employees change jobs more frequently, and information about company cultures is readily available, reputation is a key component of talent attraction and retention.

Investing in comprehensive outplacement services sends powerful messages:

• To Potential Hires: “We care for our people at every stage of their journey.”
• To Current Employees: “We’ve got your back, even if circumstances change.”
• To Industry Partners: “We’re a company that values people and acts with integrity.”

This reputation as a caring, responsible employer becomes a significant competitive advantage in the war for talent.

The HR Community Speaks: Insights from Recent Polling

HR leaders are not alone in recognizing the strategic importance of supporting exiting employees. Our recent LinkedIn poll asked HR professionals:

“What’s the most important reason to support your exiting employees through career transitions?”

The results were illuminating:

• 50% said “Boost resilience and retention”
• 32% chose “Create brand ambassadors”
• 11% selected “Leverage alumni networks”
• 7% opted for “Mitigate legal risks”

These findings underscore the multifaceted benefits of robust outplacement services, aligning closely with the key points we’ve discussed:

1. Boosting Resilience and Retention: The top response highlights a crucial insight – how we treat departing employees directly impacts those who stay. When staff see that their colleagues are supported through transitions, it builds trust and loyalty. It sends a powerful message: “We care about your career, even if that journey takes you elsewhere.”
2. Creating Brand Ambassadors: This aligns perfectly with our second point about transforming departing employees into lifelong advocates. HR leaders clearly recognize the power of positive exit experiences in shaping external perceptions of their organization.
3. Leveraging Alumni Networks: While this received a lower percentage, it represents an area of potential growth for many organizations. A well-cultivated alumni network can be a goldmine for referrals, partnerships, and even boomerang employees who return with valuable new skills and perspectives.
4. Mitigating Legal Risks: Though it received the lowest percentage, this option highlights an important practical consideration. Proper outplacement support can help reduce the likelihood of legal disputes arising from terminations, providing an additional layer of protection for the organization.

These poll results underscore a growing recognition in the HR community of the strategic value of career transition support. They remind us that the impact of our actions extends far beyond the immediate situation, influencing our current workforce, our alumni network, and our broader employer brand.

The Path Forward: Personalization is Key

As we navigate the complexities of today’s workplace, it’s crucial to remember that each organization and individual is unique. Cookie-cutter approaches to outplacement can backfire, feeling insincere or superficial. The most effective services provide tailored, meaningful support that respects the individual while aligning with your organizational values.

In my years of experience, I’ve seen how a high-touch, personalized approach to outplacement can transform challenging transitions into opportunities for growth, both for individuals and organizations. It’s about offering departing employees the same respect and care they received when they first came on board.

As HR leaders, you have the power to reshape how your organizations handle career transitions. By viewing outplacement not as a necessary evil, but as a strategic tool for brand enhancement and talent management, we can turn moments of change into powerful demonstrations of our company’s values and commitment to its people.

In a world where change is the only constant, how we handle these transitions may well be the defining factor in our long-term success and reputation. Let’s lead the way in creating positive, impactful experiences for all our employees – past, present, and future.

Contact Keystone Partners to learn more about how we can support your organization today and in the future.