Talent Edge Weekly - Issue #155

Covers a tool for identifying the non-technological barriers to internal mobility, people risks, employee value proposition, CHRO priorities, and non-competes.

Welcome to this week’s issue of Talent Edge Weekly  a weekly newsletter bringing together the best insights about work, the workplace, and the workforce from multiple sources. Read by human resources practitioners, business leaders, and others interested in the world of work.

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Have a great week, and I look forward to sharing more ideas in next week’s Edge!


Brian Heger is a human resources practitioner with a Fortune 150 organization and has responsibilities for Strategic Talent and Workforce Planning. To connect with Brian on Linkedin, click here.


  • Template for Auditing 6 Non-Technological Barriers to Internal Mobility in an Organization | Brian Heger | A one-page editable PDF for determining if 6 non-technological barriers to internal mobility are present in an organization and actions to take in response.

  • Are Organizations Actively Managing the Full Spectrum of Risks Associated with the Workforce? | Deloitte Insights | Provides insights on the various workforce risks that organizations should consider. I reshare a bonus resource that looks at 25 people-related risks.

  • Rethink Your Employee Value Proposition (EVP) | Harvard Business Review - Jan-Feb 2023 Issue | Amy C. Edmondson and Mark Mortensen share ideas for balancing four components of the EVP. I reshare a one-page summary on worker preferences according to four sources.

  • Four CHRO Priorities in 2023 | i4cp | Identifies 2023 priorities from i4cp’s Chief HR Officer members. Additional resources are provided, including my one-page summary of 2023 workforce trends/priorities according to 7 sources.

  • FTC Proposes New Rule to Ban Non-Compete Agreements | Federal Trade Commission | Shares details on the FTC's proposed rule preventing employers from entering into noncompete clauses with workers and requiring employers to rescind existing noncompete clauses.

And don't forget to check out the Chief HR Officer Hire of the Week, Tweet of the Week, and the most viewed resource from last week’s issue.


Internal mobility (IM)— the movement of employees across different roles and opportunities within the same organization — is a critical component of effective talent management. And while technology (e.g., internal talent marketplace platforms, etc.) is an enabler of IM, organizations often approach IM as a technology initiative and give less attention to the non-technological components that are critical to IM. Last week, I made a post on LinkedIn that showed examples of six non-technological barriers that detract from IM. These barriers range from policies that restrict internal movement(e.g., the employee must be in a role for a certain amount of time before moving to another internal role or opportunity) to narrow and irrelevant selection criteria(e.g., managers include criteria that are too specific or not relevant to success in the role). As a supplement to that post, this one-page editable template provides talent practitioners with an easy way to identify if the six non-technological IM barriers exist in their organizations. For each of the six barriers listed in column 1, a checkmark can be placed in column 2 if the barrier exists to a moderate or significant extent. Clicking the box will automatically insert a check mark. For barriers that were checked, column 3 can be used to identify a few actions the organization can take in response. While there are other non-technological barriers to IM, this template can help jumpstart discussions that unlock the potential of an organization's internal mobility practices.

The past few years have highlighted how new, unforeseen risks can make organizations vulnerable regarding their people and business. As leaders build their organizations’ capability to identify and plan for various workforce risks, this article—which is the precursor to a forthcoming report—provides a few ideas. The authors define workforce risk as any workforce-related threat to an organization’s operational, financial, and reputational outcomes. These risks range from the ability to address changing workforce expectations (such as social responsibility) to workforce data and technology (such as responsible use of workforce data and artificial intelligence, cybersecurity, and data privacy). Based on a survey of 875 US executive leaders and board members, one result shows that most companies consider only a few workforce risks—suggesting potential vulnerability. When presented with an extensive list of possible workforce risks that threatened their business objectives, the most frequent response related to potential damage to their organization’s brand and reputation. Issues such as reducing turnover, increasing wages, and ensuring skills availability were less frequently cited despite their being the subject of a great deal of research published on the future of work. As a bonus, I am resharing this 64-page report by MercerMarsh Benefits that looks at 25 people-risks across five categories. Both resources can help organizations identify, prioritize, and manage risks most relevant to their business.

As HR and business leaders reevaluate their organizations’ employee value proposition (EVP) to ensure competitiveness, this new article by Amy C. Edmondson and Mark Mortensen provides ideas to consider. They start by presenting four components of an EVP: 1) Material offerings (e.g., compensation, physical office space, location, commuting subsidies, computer equipment, flexibility, schedules, and perks. 2) Opportunities to develop and grow (e.g., helping employees gain new skills and become more valuable in the labor market through job rotations, training, etc.), 3) Connection and community(e.g., all the benefits that come from being part of a larger group and which foster a sense of belonging), 4) Meaning and purpose(e.g., gets to the core of why employees do the work they do). While the material aspects of the EVP are top of mind for employees and recruits at the moment, the authors argue material offerings are easy for competitors to imitate, and their impact on employee retention is the least enduring. The authors offer ideas for strengthening the EVP by balancing material offerings with growth opportunities, connection and community, and meaning and purpose. Integrating the four components taps into a) both short and long-term EVP attributes and b) attributes focused on both the individual and collective organization. As a bonus, I am resharing my one-page summary on employee values, preferences, and expectations according to four sources (LinkedIn Talent Solutions, Bain & Company, Mercer, and McKinsey).

This article provides an excerpt from i4cp’s recently released 42-page report, 2023 Priorities and Predictions report (requires download directly from i4cp’s site). The detailed report is based on insights from i4cp’s six boards—Chief HR Officers, Chief Diversity Officers, Chief Learning & Talent Officers, Heads of Talent Acquisition, People Analytics, and Total Rewards—comprising senior executives who collaborate on “next practices” for the six respective areas. The four priorities top of mind in 2023 for the CHRO members are: 1) Staying on the talent offensive and ensuring tight alignment to organizational strategy, 2) Refocusing the employee value proposition and reinforcing it via a continually renovated culture, 3) Avoiding burnout while also building and strengthening HR’s strategic capability, and 4) Building and rewarding ambidextrous leaders. You can download the referenced reports in the article for more information. In case you missed it, here is my one-page summary of 2023 workforce trends and HR priorities, according to seven sources. My sharing of these different reports on trends and priorities does not suggest that the mentioned trends are or should be a priority for every organization; it is simply intended to provide insights into what various sources are highlighting. HR and talent leaders can use these resources as references as they determine the vital few priorities for their organization.

Noncompete agreements—which restrict employees from competing with their employer during or after employment—are used in various organizations. These clauses are often designed to prevent an employee from working for a direct competitor, starting their own competing business, working in the same industry, or soliciting the employer's customers or clients. According to the Federal Trade Commission (FTC), about one in five American workers—approximately 30 million people—are bound by a noncompete clause. On January 5, 2023, the FTC proposed a rule preventing employers from entering into noncompete clauses with workers and requiring employers to rescind existing noncompete clauses. The proposed rule would extend to all workers—whether paid or unpaid— and would require companies to rescind existing noncompete agreements within 180 days of publication of the final rule. The public has 60 days to comment on the rule, which could be finalized by the end of the year. It should be noted that noncompetes are already entirely or largely unenforceable in California, North Dakota, Oklahoma, and the District of Columbia. Other states, including Maine, Maryland, New Hampshire, Rhode Island, and Washington, have banned noncompete agreements for low-wage workers. The rule has various talent implications—from retention to recruitment. More details from the FTC on the proposed rule can be found here. You can also view this 5-minute PBS NewsHour interview—where Elizabeth Wilkins of the FTC's Office of Policy Planning shares more information about the rule.


Provides a newly updated view of Gartner’s 2023 future of work trends.I share two bonus articles related to one of the trends. You can also see the thread from this post on LinkedIn here.


This past week, 24 new Chief Human Resources Officer announcements were posted on CHROs on the Go a subscription that provides the easiest way to stay informed about CHRO hires, promotions, and resignations.

This week’s CHRO highlight is:

  • Forbes(NEW YORK) promotes Ali Intres to Chief Human Resources Officer. Intres joined Forbes in 2020 as SVP of HR & Talent Management.

To learn how to gain access to all 24 detailed Chief Human Resources Officer announcements from this past week and +1700 archived announcements, visit CHROs on the Go .

If you are already a member of CHROs on the Go, you can log in to access all announcements and site functionality.



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brianheger.com provides free access to +1,000 curated articles, research reports, podcasts, etc. that help practitioners drive better business results through strategic human resources and talent management.

CHROS on the Go is a subscription that provides the easiest and most convenient way to stay informed about Chief Human Resources Officer hires, promotions, and resignations in organizations of all sizes and industries.

Talent Edge Weekly is a free weekly newsletter that brings together the best talent and strategic human resources insights from various sources. It is published every Sunday at 6PM EST.