Why Growing Your Own Talent Is Good for Business
Dante Ulanday - News Moderator 
For many SMEs, growth often hinges on one big question: hire from outside your organisation or invest in who you already have?
In today’s talent market – shaped by changing expectations, rising recruitment costs and tighter budgets – the answer is increasingly clear. Supporting internal development doesn’t just boost retention and reduce churn, it helps businesses build confident, capable teams who understand the company, live its values and are ready to lead it into the future.
At Chubb Fire & Security, we call this approach Building Great Leaders – our long-term commitment to helping people grow, wherever they are in the business. From apprenticeships and mentoring to personalised learning and internal mobility, we aim to equip every employee to take the next step in their career.
This isn’t just good for culture. It’s good for business.
Why Internal Development Pays Off
The case for growing talent from within has never been stronger.
According to LinkedIn’s Workplace Learning Report 20251, career progression is the top motivation for learning, and organisations that are classified as “career development champions” – those with robust internal development programmes – tend to outperform others on key metrics like retention, engagement and internal mobility.
Meanwhile, a 2025 UK Government rapid review2 found strong links between learning and development and improved employee engagement, retention, wellbeing and job satisfaction – particularly when learning and development opportunities were clearly connected to individual goals and supported by managers.
For SMEs, that’s a major opportunity. Smaller teams mean greater visibility, faster decision-making and more flexibility to shape roles around people, rather than trying to fit people into roles.
How Chubb Builds Talent from Within
At Chubb, we believe that everyone is a leader and everyone deserves a great leader as well. That belief underpins our approach to internal development, which is built around four key elements:
Career Path Model
Our transparent Career Path Model acts as a development roadmap. It shows employees the roles available, the skills needed and how to progress – whether that means stepping up, sideways or into a completely new function.
This visibility helps people feel in control of their growth. As our People Playbook puts it:
“This model works like a map to guide your growth… helping you shape a career that suits your goals and potential.”
Mentoring and Leader Labs
Our mentoring programme connects employees with colleagues who’ve walked the path before them – helping them build confidence, networks and skills. Meanwhile, Chubb’s Leader Labs offer targeted development opportunities across different levels and disciplines.
Individual Development Plans (IDPs)
We support employees and their managers to create IDPs that are both structured and flexible. These plans are backed by access to Chubb’s Learning Hub, LinkedIn Learning and tailored training aligned to business goals.
Growth in All Directions
We actively encourage lateral moves and cross-functional experiences. At Chubb, career development isn’t just about climbing a ladder – it’s about helping people explore, experiment and evolve.
This multi-path approach helps us build future leaders who know our business and are ready to shape its future.
Four Ways SMEs Can Start Growing Their Own Talent
You don’t need a fully resourced L&D team or a formal framework to start developing internal talent. Here are four simple, scalable ways SMEs can get going:
Start with Conversations, Not Promotions
Development begins with listening. Build a culture where career conversations happen regularly, not just at appraisal time. Ask your team what excites them, what they want to learn and where they see themselves in a year’s time.
Make Learning Part of the Day Job
Support stretch opportunities: a new project, a different client, a cross-department collaboration. Encourage informal shadowing or reverse mentoring. Small learning moments often lead to big confidence leaps.
Bring Structure to the Ambition
Even a one-page development plan can make a big difference. Set goals. Track progress. Create visibility. Most importantly, when someone moves roles internally, tell their story – it sets a powerful example.
Recognise and Reward Progress
Celebrate people who take on learning challenges, support peers or mentor others. Recognition reinforces the message that development matters, even when promotions aren’t immediately available.
The Retention Dividend
When people can see a future for themselves inside your business, they’re far more likely to stay. That loyalty builds continuity, keeps valuable experience in-house and reduces the cost and disruption of external hiring.
In fact, research consistently shows that career development is one of the top reasons people stay within – or leave – a role. According to LinkedIn’s 2025 Workplace Learning Report, many companies are prioritising retention by offering learning opportunities that support clear career paths and internal mobility.
Chubb’s experience reflects that. Many of our senior leaders began their careers in junior or front-line roles and stayed, because they saw real opportunities to grow. That kind of loyalty isn’t accidental. It’s built, day by day, through trust, opportunity and support.
The Bottom Line
Growing internal talent isn’t a nice-to-have. It’s a business strategy.
For SMEs, it offers a cost-effective, culture-aligned way to build skills, drive engagement and prepare for the future. It keeps your best people close and gives them a reason to stay.
At Chubb, our purpose of Building Great Leaders means seeing potential in everyone. It’s not about perfection, it’s about progress. With the right support, people grow – and when people grow, business follows.
