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Your employees don’t just want a job; they want a career. Are you helping them build one?
As organisations strive to retain top talent, strategies for upward mobility become ever more essential. Nobody knows this better than International Workplace Group; as a global leader in flexible working spaces with employee satisfaction and hybrid working at the core of their mission, they’re fully aware of the need for a robust learning and development strategy for their own workforce.
During our recent webinar Unlocking Talent Mobility: How IWG are upskilling their workforce at speed, Thrive CLO Helen Marshall was joined by Billie Barnes, Learning and Development Project Lead at IWG to discuss how IWG has promoted internal mobility in their organisation, with the help of Thrive.
Missed it? You can still catch up on the whole thing on demand, or simply keep reading to discover the key takeaways and insights from the webinar.
Talent mobility doesn’t happen by chance. It requires strategic, deliberate work on the part of L&D – and structured pathways to help employees move from one role to another.
At IWG, three key programmes are driving career growth:
These initiatives have already delivered impressive results. In 2024 alone, 682 employees who completed the advanced centre training programme were promoted. That’s talent mobility in action.
One of the biggest challenges in L&D is engagement: How do you get people to actively take part in development opportunities? IWG has tackled this by embedding learning into the culture.
For example, first-time manager training isn’t just available; it’s an expectation for anyone serious about leadership. Employees apply for the programme with their line manager’s approval, making it a recognised step towards promotion.
Rather than making development compulsory, IWG has created an environment where learning is seen as an essential part of career progression. This approach ensures that those who invest in their own growth are best placed to move forward.
Line managers can make or break talent mobility. If they aren’t aware of development opportunities — or worse, don’t encourage them — employees can stagnate in their roles.
IWG has taken steps to make sure this doesn’t happen. Regional learning and development managers work closely with country managers to provide data on engagement, completions, and impact. This helps leaders see the value of L&D, and ensures development is a priority across the business.
The result? Employees feel supported to grow within the company, rather than looking elsewhere for career progression.
You can’t improve what you don’t measure. IWG tracks both quantitative and qualitative data to assess the impact of its programmes.
On the numbers side, they look at course completions, promotions, and engagement rates. For example, 3,775 employees have already completed the advanced centre training programme, and participation in leadership training is steadily growing.
But qualitative data is just as important. IWG actively gathers feedback from participants, using insights to refine and evolve its training. They’ve also seen the power of peer recommendations—when employees see colleagues progressing through a programme, they’re more likely to sign up themselves.
One-size-fits-all learning doesn’t always work. Employees have different learning needs, schedules, and preferences. IWG has built a blended approach that combines:
By offering a mix of formats, IWG ensures that learning is accessible and engaging for everyone.
IWG’s approach to talent mobility isn’t just about training; it’s about creating a culture where learning leads to real career progression.
If your organisation wants to unlock talent mobility, take a leaf out of IWG’s book. Invest in structured pathways, empower managers, and create an environment where development is a natural part of the employee experience. Because your best future hires might already be working for you.
Explore what impact Thrive could make for your team and your learners today.
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Your employees don’t just want a job; they want a career. Are you helping them build one?
As organisations strive to retain top talent, strategies for upward mobility become ever more essential. Nobody knows this better than International Workplace Group; as a global leader in flexible working spaces with employee satisfaction and hybrid working at the core of their mission, they’re fully aware of the need for a robust learning and development strategy for their own workforce.
During our recent webinar Unlocking Talent Mobility: How IWG are upskilling their workforce at speed, Thrive CLO Helen Marshall was joined by Billie Barnes, Learning and Development Project Lead at IWG to discuss how IWG has promoted internal mobility in their organisation, with the help of Thrive.
Missed it? You can still catch up on the whole thing on demand, or simply keep reading to discover the key takeaways and insights from the webinar.
Talent mobility doesn’t happen by chance. It requires strategic, deliberate work on the part of L&D – and structured pathways to help employees move from one role to another.
At IWG, three key programmes are driving career growth:
These initiatives have already delivered impressive results. In 2024 alone, 682 employees who completed the advanced centre training programme were promoted. That’s talent mobility in action.
One of the biggest challenges in L&D is engagement: How do you get people to actively take part in development opportunities? IWG has tackled this by embedding learning into the culture.
For example, first-time manager training isn’t just available; it’s an expectation for anyone serious about leadership. Employees apply for the programme with their line manager’s approval, making it a recognised step towards promotion.
Rather than making development compulsory, IWG has created an environment where learning is seen as an essential part of career progression. This approach ensures that those who invest in their own growth are best placed to move forward.
Line managers can make or break talent mobility. If they aren’t aware of development opportunities — or worse, don’t encourage them — employees can stagnate in their roles.
IWG has taken steps to make sure this doesn’t happen. Regional learning and development managers work closely with country managers to provide data on engagement, completions, and impact. This helps leaders see the value of L&D, and ensures development is a priority across the business.
The result? Employees feel supported to grow within the company, rather than looking elsewhere for career progression.
You can’t improve what you don’t measure. IWG tracks both quantitative and qualitative data to assess the impact of its programmes.
On the numbers side, they look at course completions, promotions, and engagement rates. For example, 3,775 employees have already completed the advanced centre training programme, and participation in leadership training is steadily growing.
But qualitative data is just as important. IWG actively gathers feedback from participants, using insights to refine and evolve its training. They’ve also seen the power of peer recommendations—when employees see colleagues progressing through a programme, they’re more likely to sign up themselves.
One-size-fits-all learning doesn’t always work. Employees have different learning needs, schedules, and preferences. IWG has built a blended approach that combines:
By offering a mix of formats, IWG ensures that learning is accessible and engaging for everyone.
IWG’s approach to talent mobility isn’t just about training; it’s about creating a culture where learning leads to real career progression.
If your organisation wants to unlock talent mobility, take a leaf out of IWG’s book. Invest in structured pathways, empower managers, and create an environment where development is a natural part of the employee experience. Because your best future hires might already be working for you.
Explore what impact Thrive could make for your team and your learners today.
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