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While many organisations are registering the importance of internal mobility, just as many are failing to unpack and leverage the issue to its fullest extent, before they turn to external resources.
Before delving into further recruitment, the flow of people around the organisation can be greatly influenced by shifting employee expectations and adjusting business management, while new technologies can bring invaluable data to IT departments to allow the HR team to do get the most out of personnel.
Internal mobility is a pretty big issue and it’s essential to modern business leaders across Europe, if data released by Cornerstone OnDemand is to be believed. Following a survey in Italy, France, Germany and the UK, internal recruitment was discovered to be ‘critical’ or ‘important’ to 77 per cent of businesses surveyed, with the UK heading the rest as having 54 per cent of firms using internal mobility to occupy 30 per cent or more of positions.
This contrasts with the 20 per cent of businesses that use internal recruitment to get roles filled, and just 7 per cent stating that senior managers were hired from within the firm.
When large swathes of time, money and energy stand to be saved through nurturing current employees’ talents, companies need to take internal mobility more seriously. Below are five ways you can get things moving.
A key question concerns where responsibility lies for the career development and internal mobility of the employee. Too many firms in Britain neglect this issue, leaving it as a worry that starts and ends with workers themselves.
This culture of personal responsibility differs from that of France, where HR and line managers are also brought into the equation of working in the best interests of staff careers.
Ultimately, workers and managers need to know where responsibility for mobility lies. More likely than not, UK firms will find that much can be done to support employees and help them to leverage their skills and desires.
More than relying solely on technology, internal mobility is a cultural issue often exacerbated by managers trying to stop other parts of a business from poaching their great workers.
This is a problem that all parties concerned need to tackle, and the solution starts with faith and an attitude that reaches out across departments. A healthier, more fluid approach that operates on a give-and-take basis can open minds and free up staff to access positions that might actually suit all interests to a far better degree.
Companies that are getting this right often use an internal database where employees can make their career profiles and preferences clear at all times. This grants HR more insight into how employees are feeling about their roles, how their skills could be improved, and where individuals could be redeployed to the advantage of the company as a whole.
Businesses stand to save huge amounts of money if they tighten up retention through employee engagement. On the flipside, workers will always respond well to an employer that inspires and enables staff to tap into key passions.
Modern workers are increasingly plotting career paths that reflect the mobile, flexible nature afforded by our tech-rich society. In this environment, firms can use technology to make roles more interesting and attractive to new faces already in a company. Training courses could be integrated that enhance the digital credentials of a role in a way that develops a worker’s computer skills. Alternatively, a remote working element could be introduced, giving staff an added sense of responsibility and project ownership.
Giving roles a makeover to bring them up to pace with trends and technology can be a great way of motivating employees who want to buy into their own professional development and try something new, even if it comes at the cost of a pay rise.
Fewer firms than you might imagine actually advertise a role internally before searching beyond the four walls. It raises a question about how businesses reach out to good workers that have the potential to move forwards inside a company.
Many organisations simply copy and paste the external recruitment process onto an internal job wall, a career site portal or by sending out emails among staff.
Again, such approaches only exacerbate a culture of pushing responsibility onto workers’ shoulders, showing them, more or less, that the company isn’t too concerned about what they do or where they go.
A better method would be to bring in a perspective from an HR professional so that advice on development is circulated, and to cultivate informal networks that could lead to discussions with managers. The application experience on the inside should feel natural, friendly and seamless, instead of being a chore.
Books and manuals have been largely displaced in the common workspace, while Google, methodology apps and ‘how to’ videos on YouTube have created a climate in which consumers expect intuitive software.
For a working environment that promotes understanding of data and working flexibility through more social and networking-based approaches, technologies need to be put in place that meet consumer / worker expectations; businesses should run with this trend, simplifying mobility and skills acquisition as much as possible to create an inclusive and user-friendly working environment.
Ultimately, internal mobility is most successful when a number of different elements have been tweaked to let internal talent realise that the organisation nourishes its workers, and treats their wellbeing as a priority.