Show Notes
In a tight labour market and amid rapid skills change, organisations face growing pressure to retain critical capability and reduce reliance on external hiring. Yet many employees still can’t see a future inside their organisation, and unclear progression continues to drive attrition. Could strengthening routes for internal mobility provide the strategic response needed to address these challenges?
Join Nigel Cassidy and this month’s guests — Laura Ibbotson, Interim Head of HR at The Green Spark Group; and Sarah Lardner, Director of Business Innovation & Senior Reward Principal at Innecto Reward Consulting.
In this episode we explore:
Why has internal mobility become such a critical issue for organisations today, particularly in the context of skills disruption, retention pressures and changing expectations of progression?
What does effective internal mobility look like in practice, and what organisational, cultural or managerial barriers most often prevent it from working well?
How can stronger internal mobility deliver meaningful business outcomes and what role do people professionals play in making it sustainable and trusted? Hosted on Acast. See acast.com/privacy for more information.
More from CIPD
What opportunities does building commercial acumen as a skillset bring for the profession? Does quality of management matter more than any productivity metric? And what does it take for organisations to be bold about AI, without being reckless?
AI governance, the framework that ensures AI is deployed ethically, transparently and with proper accountability, is no longer a secondary concern. It is foundational to organisational stability and trust. Yet governance has not kept pace with implementation, exposing organisations to real business risks: loss of trust, reputational damage or litigation. But good AI governance doesn’t slow innovation. It establishes the foundations that make innovation possible.
The CIPD’s latest Resourcing and talent planning 2026 report, supported by Omni, reveals that an increasing number of organisations are extending their workforce planning timeframes from the short to the medium term. Overall, 24% take a short-term approach (up to six months), down from 31% in 2024. However just a fraction of organisations (16%) are planning more than two years into the future.
What does it really mean for an organisation to know its culture, and is it possible to borrow the best bits of someone else’s? Who should hold responsibility for shaping culture when roles and structures are shifting so fast? And as AI transforms the workplace, can it be a genuine ally in culture change rather than a threat to it?
According to UN Refugee Agency (UNHCR), there are approximately 548,400 refugees in the UK – yet many highly qualified, experienced people remain locked out of meaningful work. Not by ability, but by structural barriers: recruitment processes that filter out valuable candidates, unrecognised or unfamiliar qualifications, and in many cases, a basic misconception among employers about whether refugees can legally be employed at all.