Marino

We keep seeing the same pattern: a team needs a skill urgently, hiring takes longer than planned, and existing employees feel stuck watching opportunities go elsewhere. At the same time, not every role can be filled internally, and some teams genuinely need senior expertise quickly.

This proposal is about how we want to balance internal mobility and external hiring in 2026. The best answer is rarely “always promote” or “always hire”. We need a policy that makes it easier to move talented people into the right roles, while still letting teams hire when the business would otherwise stall.

We are choosing one operating model for the year. Each model includes a practical set of commitments: how managers plan headcount, how employees access opportunities, and how we handle backfilling so mobility does not become a hidden tax on the teams that develop talent.

Clear rules that reduce politics and last-minute exceptions

Managers still feel supported when they lose strong people

Comments should focus on where our process currently breaks, for example approval bottlenecks, lack of visibility into openings, or fear of losing talent without replacement.

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Internal mobility 2026: build skills in-house or hire for speed?