On April 2nd, we presented a webinar exploring the challenges of internal mobility and strategic workforce planning. How to create efficient and employee-centric processes to attract and retain talent? Why is internal mobility more relevant than ever? Here is what we discussed.
An ideal context for internal mobility
The Dell Institute for the Future found that 85% of jobs in 2030 do not exist yet. This is one of the reasons fighting and anticipating the skills gap is a main challenge for human resources professionals. Additionally, one employee out of two say they wish to change jobs several times in their lives.
Good news for HR teams: internal mobility is a proven and efficient lever to drive HR processes and recruitment. Results are tangible:
- 20% on average saved on recruitment costs
- Internal recruitment is two time faster than external recruitment
- 32% of companies are more satisfied with internal recruitment
Those numbers could explain why internal mobility has increased by 10% in ten years. The LinkedIn Global Trends report has stated internal mobility as a major trend that could transform HR in the next decade. However, even if recruiters are convinced of the benefits of internal mobility on talent attraction and retention, some barriers persist:
So how can HR retain talent while giving them the means to project themselves in the long term in the company? How to guide employees and help them develop professionally and reach their career goals?
This is precisely what we demonstrated during this webinar through 3 key areas: how to identify internal skills to facilitate the mobility process, develop employees' skills to anticipate the skills gap and, finally, provide visibility on career paths within the company to retain talent.
6 scenarios of successful internal mobility
Let’s explore together different use cases that have inspired us to develop our internal mobility solution. The goal is to help drive an efficient and smooth internal mobility process in line with your HR and company strategies.
1. Employee "I wish to develop skills"
Before starting to discuss mobility and promotions, it is important to give the tools for employees to self-assess their hard and soft skills. Through self-assessment, the employee identifies strengths and weaknesses and can then work with HR on what needs to be developed and decide on a training program. This allows vertical mobility.2. Employee: “I wish to change jobs”
Companies are skills and jobs melting-pots and employees could be inspired to move on and take on new responsibilities. When employees express the clear wish to change jobs or start considering leaving, offering them the possibility to move internally is a solution to avoid losing talent.
Giving employees the tools to create a professional project internally and defining career objectives is the best way to build a plan, together. The main benefit is to get visibility on the project and see what jobs are available and what skills are required for each. To do so, internal mobility tools often have a matching rate system to identify compatibility with available jobs. This then helps HR teams build training plans to engage in functional mobility.
3. Employee: “I wish to move geographically”
People are becoming more and more mobile and more willing to move to new cities or countries for a better job. This is especially true with the younger generations, hence why companies anticipating the wish for geographic mobility of their employees could give them a competitive advantage in the talent war. Facilitating internal mobility in a very employee-centric way is thus essential. Start by identifying open positions and opportunities per business unit and region and encourage employees to share their mobility projects with HR teams and manager to launch a smooth process.
4. HR: “I need to evaluate existing skills in the company”
Whether you are looking to anticipate employees' wishes for mobility or simply need to build a training plan, skills mapping, or skills inventory, is the solution. Start by breaking down the professions in your company by skill. Then assess, or have employees self-assess their skills to identify what competences are lacking to then propose relevant training.
5. HR: “I need to drive internal mobility”
Once skills have been assessed and mapped per employee and per region, you’ll have the global vision you need to start an internal mobility program. Internal mobility doesn’t limit itself to promotions or moving employees horizontally. HR teams can actively identify missing skills or ones that need to be developed, as well as which skills will disappear, and which will need to be replaced. Propose relevant internal mobility, particularly in the context of strategic workforce planning.
6. Manager: “I wish to know my teams better and help with their professional development”
In the context of internal mobility, managers can be overlooked and the whole plan may look more like an exclusive relationship between employee and HR. However, a manager’s role is essential for a smooth and successful process. On one hand, because managers know their teams and can help with the transition. On the other hand, because it can help them understand team members’ skillset and potentially offer training, thus getting longer term visibility.