Rethinking Talent Mobility in Modern TA with Belinda Willis from Deloitte

Careers no longer move in straight lines. Skills evolve, priorities shift and roles change faster than organisational structures can keep up. In that environment, how talent moves inside a business matters just as much as how it enters.

In this Sydney edition of the VMJPod Employer Brand Series, David Macciocca and Brie Mason speak with Belinda Willis, Head of Talent Acquisition and Mobility at Deloitte, about what it takes to design talent systems that allow people to move, grow and stay. Belinda brings a practical view of how mobility, visibility and mindset shape the future of modern TA.

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Internal mobility is not a side initiative

Belinda is clear that mobility cannot sit on the fringes of TA.

“Internal mobility shouldn’t be treated as a nice-to-have,” she explains. “It’s a core part of how you access capability.” When mobility is sidelined, organisations overlook talent they already have.

For Belinda, the shift is about intent. “If you’re serious about building skills and careers,” she says, “you have to create pathways, not just roles.”

Why internal movement often breaks down

Despite good intentions, internal mobility frequently stalls.

“One of the biggest barriers is visibility,” Belinda explains. “People don’t know what opportunities exist.” Without transparency, movement depends more on networks than capability.

There is also fear. “Managers worry about losing good people,” she says. “That mindset can stop talent from moving where it’s needed most.” These blockers are cultural as much as structural.

From role ownership to organisational capability

Belinda encourages leaders to rethink how they view talent.

“We have to move away from owning people,” she explains. “And start thinking about owning capability.” That shift allows skills to flow across the organisation rather than getting stuck in silos.

“When talent moves,” Belinda says, “the organisation gets stronger.” Mobility becomes a mechanism for resilience, not disruption.

The role of transparency in unlocking talent

Visibility is one of the most powerful enablers of mobility.

“People can’t aspire to what they can’t see,” Belinda explains. Clear information about roles, skills and pathways changes how employees engage with their careers.

Transparency also builds trust. “When people can see opportunities,” she says, “they believe the organisation is invested in their growth.”

Mobility as a driver of retention and engagement

Internal movement is closely tied to how long people stay.

“People want to grow,” Belinda says. “If they can’t do that where they are, they’ll look elsewhere.” Mobility gives employees reasons to stay without standing still.

Engagement follows opportunity. “When people can see a future,” she explains, “they’re more likely to stay committed.”

Balancing internal movement with external hiring

Belinda is clear that mobility does not replace external hiring.

“You still need to bring in new skills,” she says. “It’s not an either-or.” The challenge is finding the right balance.

“TA plays a role in making those calls,” Belinda explains. “Understanding when to build internally and when to buy externally.” That balance supports both speed and sustainability.

TA’s role in enabling mobility

Talent acquisition teams have more influence here than they often realise.

“TA sits in a really powerful position,” Belinda says. “We see where demand is coming from and where talent exists.” That perspective allows TA to connect the dots.

Rather than only filling roles, “TA can help create pathways,” she explains. “That’s a shift in how we define value.”

Partnering with leaders to support movement

Mobility only works when leaders are on board.

“You have to bring leaders with you,” Belinda says. “Explain why movement benefits the whole organisation.” Without that buy-in, systems struggle.

“When leaders understand the bigger picture,” she explains, “they’re more willing to let talent move.”

Addressing misconceptions about internal mobility

Internal mobility is sometimes seen as risky.

“There’s a belief that moving people creates instability,” Belinda notes. In reality, the opposite is often true.

“When people feel stuck,” she says, “that’s when you lose them.” Mobility creates continuity by keeping capability inside the organisation.

Measuring success beyond vacancies filled

Belinda encourages teams to broaden how they measure impact.

“It’s not just about filling roles,” she explains. “It’s about how talent flows.” Metrics like time in role, career progression and retention paint a fuller picture.

“When you track movement over time,” Belinda says, “you start to see the real value.”

Technology, process and governance considerations

Systems matter, but they are not the starting point.

“Technology can enable mobility,” Belinda explains. “But mindset has to come first.” Tools without cultural support rarely deliver outcomes.

Process and governance play a role too. “You need enough structure to make it fair,” she says, “without making it hard to move.”

Advice for teams starting the mobility journey

Belinda’s advice is pragmatic.

“Start simple,” she says. “You don’t have to solve everything at once.” Small changes can unlock meaningful movement.

“Focus on visibility first,” Belinda explains. “Once people can see opportunities, behaviour starts to change.”

The future of TA and mobility

Looking ahead, Belinda sees TA and mobility becoming inseparable.

“The future of TA is much more fluid,” she says. “Less linear.” Careers will involve movement across roles, teams and disciplines.

For organisations willing to adapt, the payoff is significant. “When you unlock internal talent,” Belinda explains, “you unlock potential you didn’t even know you had.”

🎥 Watch the Episode

🎧 Listen to the Podcast