Internal mobility is a talent management strategy that enables a company to meet its changing needs. Without calling on external resources, this solution offers considerable advantages for both the company and its employees.
For employees, it’s an opportunity to develop new skills and abilities, with new benefits to boot. For companies, it’s a means of motivating and retaining employees.
In this article, find out more about the advantages and disadvantages of internal mobility, as well as best practices for developing it within a company.
Definition of internal mobility
Internal mobility is a process whereby a company recruits from among its own employees. According to the French Ministry of Labor, this method makes it possible to adapt jobs, staff and skills to a company’s real needs.
This is a change of position, department or job for an employee within the same company. As a result, the employee may find himself with greater responsibilities than in his previous position. They may also change activity and remain at the same hierarchical level.
The process usually takes the form of promotion, rotation, transfer or relocation. As part of a forward-looking management of jobs and skills, this method is recommended for positions requiring a good corporate culture.
Internal mobility within a company
An internal mobility strategy can be deployed in three different ways. Depending on the reality of the situation, the process and the benefits of mobility may vary.
Internal vertical (or functional) mobility
Also known as functional mobility, vertical mobility involves promoting an employee to a position with greater responsibilities, a salary increase and the prospect of career development.
The employees concerned by this type of internal mobility are the most successful and qualified employees in the company.
Horizontal (or cross-functional) mobility
On the other hand, when there is a change of position or function at the same level of responsibility, this is known as horizontal mobility. The employee retains the same status, hierarchical level and salary.
This cross-functional career path is ideal for people with versatility and adaptability. They will be able to discover a new profession and experience new things.
Geographical (or historical) mobility
The other internal mobility option is geographic mobility. As the name suggests, this involves sending the employee to another subsidiary of the company, at a different location.
This is a kind of regional, national or international assignment. It may be accompanied by a change of position, either vertically or horizontally.
Internal mobility: when to use it and when not to?
For a variety of reasons, it’s important to make internal mobility part of your human resources management strategy. But first, it’s important to ensure that the best conditions are in place for the company to achieve its objectives. What’s more, the strategy must satisfy all parties involved.
Process development conditions
In a company, the use of internal mobility helps to anticipate talent talent shortage and to meet other specific needs. For example, the process can be set up at the request of an employee with career development ambitions.
A company may take this route to retain its best employees, or to find a specific employee profile internally. Internal job changes can also follow certain situations or organizational upheavals. This is particularly the case when :
- The creation of a new position;
- A workforce adjustment ;
- A change in working methods;
- A reorganization of the structure;
- An internal or external crisis affecting the company.
Restrictions on process implementation
However advantageous it may be, internal mobility is not always the best recruitment method. Internal changes should be avoided if the balance of the working environment and the achievement of objectives are threatened in any way.
There’s also no need to use this process to fill a skills shortage or to recruit penurious profiles. Instead, it’s better to recruit externally employees who will bring a new work dynamic and a better corporate culture.
The benefits of implementing this process in your company
For both the company and its employees, internal mobility represents an opportunity to achieve their various objectives. Both parties can derive personal benefits from this strategy, while contributing to the company’s development.
Benefits for the organization
Recruiting from within is the perfect way to engage and retain employees talent. By including this process, the company responds to the professional and personal aspirations of its teams and strengthens their trust in management.
Choosing from the internal pool also saves time and money in the recruitment process. In addition to being less expensive, internal mobility cancels out long delays due to interviews, the personality test and the onboarding period.
In addition, internal mobility promotes the development of human capital and reduces the company’s turnover rate. It also enhances the employer brand and attracts new talent.
Benefits for the employee
Internal promotion enables employees to develop new skills, without generally having to change their working environment. In fact, it creates a working environment that is conducive to professional development and personal projects.
Internal mobility enables employees to pursue and realize their professional ambitions within the same company. Depending on the case, this opportunity can be accompanied by a number of advantages, such as additional free training.
The internal mobility process avoids the latency period that can occur after a work stoppage. Hired in a new position, the employee begins to assume his or her new duties at the same time, and to enjoy the benefits that go with them.
The disadvantages of the internal mobility process
Internal mobility is not all good news. Unfortunately, this type of recruitment can leave its mark on a company’s overall organization, affecting the way it operates and the way it achieves its objectives.
Implementing such a process can create a new vacancy and a need for permanent recruitment. Also, as some positions are highly sought-after, job changes can give rise to jealousy between employees and create tension within teams.
In addition, while it saves on advertising costs, in-house recruitment generates new costs in terms of training and support for upgrading. It also means a loss of earnings in terms of the emergence of new ideas.
Career development within the same company, especially in the context of horizontal mobility, also limits employees’ prospects of salary increases.
Internal mobility interview : Steps to follow
The internal mobility interview is required to prepare for the change, and to identify and anticipate any constraints. It also ensures that the profiles chosen match the needs of the new position. Here are the steps to follow for a successful interview.
Planning
The first step in an internal mobility interview is to prepare for the meeting at least a week in advance. This phase begins with the choice of meeting place and time. Finally, we make sure to communicate these details to the employee and anyone else involved.
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Welcoming internal candidates puts them at ease and makes communication easier. A smile and a few kind words before you start, for example, can make all the difference. You should also make sure you have the following items at hand:
- Pen;
- A notepad ;
- Employee CV;
- Human resources reports;
- Minutes of any other interviews or activities carried out by the person concerned.
Reminder of objectives
From the outset, the employee needs to know how the interview will be conducted and what its objective is. It’s up to the human resources manager to remind the employee of the position to be filled and the expectations of the interview.
Identifying employee motivations
At this stage, you need to subtly carry out a motivation test. Cela passe notamment par des questions dont les réponses mettent en évidence les motivations de l’employé et son désir de changement. Il est par exemple recommandé de se renseigner sur ses tâches préférées.
Evaluation of the employee’s representation of the position
This step helps to determine whether the employee fully understands the new responsibilities that await him/her. The questions to be asked are based on the description and profile of the new position. They focus on the candidate’s understanding of his or her duties and prior knowledge.
Skills analysis
The first step in skills analysis is to ask the employee about his or her know-how and interpersonal skills in relation to his or her new duties. The aim is to identify the necessary skills already acquired by the employee.
Next, a careful analysis of the answers must be carried out to establish the common thread between the new position and the employee. During the analysis, it is also necessary to take stock of the skills that need to be developed, and even to carry out a “skills analysis”. cognitive test.
Conclusion of the interview
At the end of the interview, it is advisable to give the candidate the opportunity to express any concerns he or she may have about the selection process and the position. It’s also important to let them know how soon they will be informed of the final decision.
The purpose of the interview can be briefly recalled. A word of thanks for the employee’s availability and cooperation is also welcome.
Decision-making
This part of the process involves the recruitment managers and the employee’s team manager. It involves making a decision based on the information gathered.
At the end of the process, the candidate must be informed of the final decision and the various stages of the process. Other internal candidates should also be informed. This transparency ensures constructive feedback.
Our tips for developing and promoting internal mobility within your company
A successful internal mobility strategy is the result of good preparation and anticipation of potential problems. Here are 6 tips and recommendations for successful recruitment.
Promote opportunities internally
The aim is to inform all employees of the various possibilities for career development and job changes available within the company. This encourages them to mention their motivations and desires for development during annual appraisals or on other occasions.
To promote these opportunities internally, activities, discovery days and events dedicated to internal employment can be organized. It is also essential to use communication channels that are accessible to all.
Reshaping corporate culture
Corporate culture can now include encouraging employees to consider career development opportunities. It can, for example, encourage them to define professional goals and apply for internal vacancies.
We also need to instill a change of perspective in human resources managers. Ideally, they should sharpen their ability to identify the best profiles for vacant positions within the company.
Involve stakeholders in setting up the process
In an internal mobility process, the stakeholders are the former manager, the new manager, an HR consultant and the employee concerned. It’s important to bring them together and involve them, so as to maintain transparent communication throughout the process.
This involves an organized meeting on the important details of the process. All participants will be informed about :
- Process steps ;
- Clarifying expectations ;
- Resources available ;
- The requirements and scope of the new position;
- The internal mobility clause and its signature.
Developing a transparent mobility policy
Defining and making available an internal mobility charter is the basis for developing a transparent policy. In concrete terms, this means laying down application rules, selection criteria and support measures for each change of position.
This policy must specify the communication channels used to announce internal offers. It sets out the framework for implementing the process, the conditions for changing remuneration and the means for anticipating and even mitigating potential internal conflicts.
Involving managers
The entire internal mobility process must be carried out by the professional best able to assess potential of its employees. Typically, this is the human resources department and the employee’s team manager.
Managers work closely with their team members. They are therefore aware of their ability to move to another position. They are best placed to identify profiles eligible for internal mobility.
Organize a monthly meeting to monitor mobility
Mobility follow-up ensures the success of the process and provides feedback. The aim is to discuss responsibilities, adaptation and the new working environment.
To achieve this, a monthly interview should be organized with the employee for the first 4 months after taking up the new post. Topics for discussion include :
- The effectiveness of available resources ;
- Managing new responsibilities ;
- Skills development ;
- Consistency with the employee’s aspirations.
Internal mobility: What to remember?
Internal mobility is a process that involves promotions, rotations or transfers within the company. The aim is to offer employees opportunities for development, new responsibilities and better benefits, while meeting the company’s needs.
Implementing such a recruitment strategy requires careful planning, transparent communication and the active involvement of stakeholders. This is the best practice for maximizing the benefits and mitigating the risks of conflict or failure in internal mobility.
