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The Importance of Internal Mobility – Why Employees are saying Goodbye to their Companies

Most of us would say there is nothing more important than hiring the right person. However, it might also be said that the one thing more important is keeping employees once they are hired. And with Talent Acquisition shifting to a passive candidate sourcing model, many professionals are willing to explore opportunities with another company, even if they are happy in their current role.

These employees often feel that there are no opportunities for career progression, their managers are not taking the time to understand their goals and there is a lack of mentors to help guide them to the next level. Instead, companies are hoping and praying that their top performers are happy “enough” that they won’t leave, when there is a simple solution right in front of them – an internal mobility program.

When implementing an effective internal mobility program, consider the following strategies:

Internal sourcing

One of the challenges companies are facing is that they find it difficult to know where key skills sit across their organization. It is important to gain this understanding. One way to do this is by creating a talent profile or a set of competencies for each area of the business.

Look at your requisitions and identify internal groups with similar competencies/skills. You can then filter updates on opportunities within the company that match the interest and skills of these groups. Just like external passive candidates, you wouldn’t leave it up to them to comb the career site to find a position they are interested in but you would present them with specific roles they would want to see. Internal employees are no different.

Treat internal candidates like external candidates

As recruiters, we know how important it is to personally engage with candidates by having frequent communication and touch points. This displays appreciation for their time and efforts, yet often times, this is lost when dealing with internal talent. Since they work there already, the assumption may be made that a high touch experience is not necessary but this is not true. Employees deserve the same respect and should receive the same communication you would give to an external candidate.

Manager involvement

Most managers never take the time to have discussions with their employees about where they see themselves in the next 5 or 10 years. Incorporating a conversation, outside of the annual review process, to discuss career development will let employees know that the organization is invested in them and in turn, employees will be more likely to stick around.

Recruiting great employees is both important and difficult. So once you hire these people, do what you can to keep them.