If we apply another filter to distinguish what is controllable or not controllable by the organization, a clear case for investing in internal talent emerges. All internal processes—assessment, specific training on a skill, peer and superior feedback gathering, etc.—are more manageable and can be executed with speed. Labor market dynamics, external candidate behavior, past performance information, etc., are likely to be less within any organization’s control. Again, this makes a strong case for investing even further in strengthening the internal processes and, consequently, the outcome.

It is a very difficult task to create a strong base with a focus on primarily acquiring talent from the outside all the time. The costs, including hidden and opportunity costs, point clearly to investing in internal talent being preferable to hiring all the time—except, perhaps, in very specialized areas. To bring increased certainty in talent availability and link to expected performance, investments in internal talent may again yield better results

In summary, it is imperative to keep parameters such as cost, time, quality, quantity, and variable control in mind while focusing on internal processes to build a robust talent base. This base then serves as the launch pad for talent mobility in an agile fashion.

Regular and robust talent reviews, formal assessments that consider the future requirements of the organization, and transparent communication of talent information to senior leaders are key actions needed to support agility in the talent movement.

Going back to the concept of organized complexity, every piece in this puzzle will need to be dealt with individually and yet collectively.