Internal mobility entails utilizing current employees to fill open positions within the organization. It also allows these employees to learn and grow in order to improve their performance at work. Using this strategy may entail the creation of new positions, the development of training and mentoring programs, and the development of special projects. By utilizing internal mobility, the company allows employees to hone their skills, advance their careers, and achieve professional goals.
Internal mobility must remain a component of the organization’s talent strategy. But it takes time and trust to develop a culture of internal mobility.
TIME: Creating Effective Processes Is a Part of Internal Mobility
The good news is that there are already internal mobility systems in place. They consist of talent pools, replacement planning, succession planning, and job bidding.
Job posting: An open position is posted by the company and employees are given the opportunity to register interest.
Job bidding: There are two types of job bidding: formal and informal. It’s the time when a worker can indicate interest in a potential opportunity. I frequently observe this in sales offices. A salesperson requests to be taken into consideration for a future sales manager position.
Replacement planning: Finding people who would step up if a position needed to be filled right away is a process known as replacement planning. Who would take over that position, for instance, if the vice president of human resources left tomorrow? With little instruction and supervision, the person should be able to begin the task right away.
Succession planning: The process of selecting people for upcoming positions AND then preparing them to fill those positions when they become available is known as succession planning. The development of an employee takes time, unlike replacement preparation.
Talent pools: Talent pools are collections of high-performing and high-potential workers who are being groomed for roles that may or may not be clearly defined in the future. An employee group from a call center company might be enrolled in a management development program, but they have no idea which call center they will eventually work in.
TRUST: Employees Must Have Faith in Internal Mobility Procedures
Transparency: Before expressing interest in a position, workers will want to understand the procedure. How do I apply, for instance? Do I need to first speak with my manager? Where can I go if I have inquiries?
Fairness: Employees who want to be given a chance will want to know that the selection process is fair and that they will be treated fairly. Employees want to know that if they accept the new position, their benefits and salary would remain equitable.
Support: Employees want to believe that the company won’t hold their request against them, both during the process and afterwards, even if it doesn’t come at the best time for the operation.
Honesty: If an employee is not qualified or selected for whatever reason, it is the responsibility of HR and the employee’s manager to have an open discussion about it. The organization must commit to assisting the employee’s success. These are opportunities for growth.
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