Internal mobility is still under-exploited, yet it is a strategic area for many companies that are struggling to recruit, retain their talent or even to to combat the obsolescence of skills. It is also important for all SMEs that are expanding and want their employees to be able to project themselves with them. But how do you go about it? Bérangère Fauquet, coach and trainer, provides the answers.
According to a 2021 Hays study, 60 % of the employees questioned would prefer internal mobility to an external move and 94 % would stay longer if their company invested more in their career.
Internal mobility: how is it defined?
Mainly known as promotion (vertical mobility), internal mobility can also take the form of horizontal mobility. In other words, a change of position or profession while remaining at the same hierarchical level. So career development is no longer just about moving up to a managerial position or higher status. These days, companies are also looking to enrich employees' experience and develop their versatility.
Internal mobility: identifying the obstacles
There are a number of obstacles that can prevent the best possible implementation of an internal mobility process:
- corporate culture
- an undefined policy
- insufficient tools
- the size of the company
Identifying the obstacles specific to your company is the first essential step. You can then remove these obstacles and start to create a new reflex: the in-house reflex.
Your challenge: to help the company and its employees to move beyond the commonly accepted idea that changing company is the only way to earn more or take on new assignments.
Testimonial
Caroline, communications and marketing manager in the research and product development sector
My job as Communications Manager was redesigned to become Communications and Marketing Manager. This change had several objectives. Firstly, to enhance my position to enable me to develop internally, and thus build loyalty. Secondly, to deal with a recruitment problem in the business developer position. This skills upgrade has enabled me to train in the field of market research. But it also enabled me to establish a link between business development and the innovation ecosystem, so that I could cope with the changes in my business sector.
Creating the "internal mobility" reflex
There are 2 key steps to creating this in-house reflex:
1/ Define a clear and transparent policy
Establishing "your" policy allows you to put in place a a structured and transparent framework, adapted to its context. And since what goes around comes around, here are 7 themes to think about:
Objectives and expected results
How can internal mobility be useful? What are its main objectives?
Examples: building loyalty, stimulating commitment, developing skills, countering candidate shortages, reducing recruitment costs...
What are the expected results? Examples: reduced staff turnover, improved commitment, development of versatility, skills, agility, etc. Defining the results you expect will enable you to measure the effectiveness of your policy and adjust it if necessary.
Guiding principles or values
Your values serve as a compass to guide your actions and decisions. They can also be used to build a policy that inspires trust and credibility. Examples: fairness, transparency, respect for individual aspirations, etc.
The rules of mobility
Define the eligible positions, any restrictions, the level of performance in the current position, the conditions of departure and arrival (notice period, probationary period, etc.), etc.
The application process
It must be fair to all employees.
Keep things simple and define a clear framework: who should the application be sent to? Is a CV enough? How many interviews? And with whom?
Criteria for assessing applications
These criteria are specific and must be objective and aligned with the company's strategic needs. Feedback from annual appraisals and people reviews are useful tools.
Support and skills development systems
As well as training, think about coaching, MOOCs, mentoring, AFEST, career assessments and career transition programmes...
The role of stakeholders
The success of your policy depends first and foremost on those involved (management, managers, HR and employees) and their ability to play the game internally, by assuming their roles. Defining these roles with them will encourage their involvement and support. Because it is together that these players contribute to maximising internal mobility.
This stage of defining your policy is crucial and therefore requires an in-depth analysis. in-depth reflection.
Once this is done, things will be clearer and easier to explain with simplicity and structure.
Then you can move on to the next stage: raising awareness among your internal stakeholders.
[Training] Building and managing an internal mobility strategy
Build your strategy step by step through practical exercises: diagnosis of the situation in your company, development of an internal mobility process, construction of the key points of an internal mobility charter, checklist of best practices for managing professional interviews, development of a mobility interview support, key points of an internal communication plan to encourage buy-in from employees and managers.
2/ Raising awareness among internal players
Raising awareness means educating people to explain your approach, what is at stake, the positive impact it will have for everyone, the processes involved, but also the right and wrong reflexes and behaviours to adopt. This essential step ensures commitment, understanding and collaboration over the long term.
For example:
- set up interdepartmental workshops with managers and/or employees to discuss the challenges and benefits of internal mobility
- reminding managers and employees of the objectives of the career development review, to promote mobility and discuss future developments
- organise a people review or talent review (annual or half-yearly) with managers, HR and senior management to turn it into a strategic tool
- communicate regularly on job openings and successful transfers (testimonials from the employees concerned)
Getting to know your employees
Companies don't always know what their employees want and what they are looking for. That's why it's it's essential to listen to them to capture relevant information.
In practical terms, how do you go about it?
Optimise professional interviews !
The professional interview is a key moment of exchange between the employee and his employer, in the person of the local manager, the N+2, the HR manager or the company director himself. Firstly, reiterate the purpose of the interview to motivate employees. Next, include an "internal mobility" section in the interview guide to encourage taboo-free discussions.
Having the right tools and the right level of communication
2 concrete actions:
1/ Drawing up an internal mobility charter
It is a concrete expression of your desire to promote internal mobility and support employees in their project. As a formal document, it guarantees the transparency of the process and the fairness of decision-making. In short, the charter formalises your policy.
But no matter how well written, a charter that is ignored or misunderstood will have no impact.
2/ Communicating and communicating again
Some ideas for work :
- Maintaining regular communication
For example: monthly newsletter to present new products and remind people of existing information systems.
- Set up a routine to present the company's various business lines
For example: internal "open days", "job profiles" workshops, virtual "tour of services", etc.
- Use a variety of channels
For example: intranet, internal newsletters, groups on collaborative tools (Teams, Slack, etc.), internal events, webinars, etc.
And to help you with this task, find out more about the training programme. Successful internal communication. Learn to master methodologies and tools that vary according to your company's environment, culture and resources.
In conclusion, you don't need to be a multinational to put in place an effective internal mobility process. Nevertheless, it is a global process that requires investment from everyone and a deep conviction that it is a useful approach for all stakeholders. HR departments are the driving force behind internal mobility. So don't hesitate to promote all the practices that encourage employees to move within the company.
