Six ways you can support internal mobility

Investing in the success of your employees is crucial and that starts with internal mobility – here are six ways to action this into your organisation

CREDIT: This is an edited version of an article that originally appeared on Forbes

Layoffs have rippled throughout various sectors, sending the message that the days of a candidate-led market are over. However, the trend might not be reaching the end of its reign.

As employers face significant skills gaps, HR leaders must work hard to ensure they not only keep the workers they have but also find ways to add critical skill sets without hiring new people.

To do it, they’ll need to adjust their long-term plans for staffing to prioritise retention and agility over expansion. In particular, organisations will need to focus resources toward building out internal mobility programs that support upskilling and career pathing. Here are six ways you can support internal mobility.

Six ways to support internal mobility

More businesses are seeing the value in mobility and career pathing. In fact, a recent report found that 70% of companies intended to maintain or increase investments in internal mobility solutions in 2023. However, only a quarter said they were confident with their internal mobility strategies moving forward. So, here are six strategies to better develop or strengthen your internal mobility programs.

Review hiring practices and implement a standard application process

When developing an internal mobility program, you should map the important stages of both the internal and external recruitment cycles. This can help ensure these processes are fair and equitable. Then, you can determine whether internal candidates have an equal experience compared to their external counterparts.

Redesign employee reviews to help discover career paths

Employee reviews should go beyond performance. Managers should use these opportunities to enhance their understanding of an employee’s ambition, particularly when it comes to other internal positions.

This can help uncover changes to teach new skills and walk employees through the different roles that could fit their improved skill set. Successful internal mobility programs maintain transparency into considered criteria without being prescriptive about the opportunities available.

Offer diverse training options

It’s vital that your development and mobility programs are accessible to workers. So, you must offer a range of reskilling and educational opportunities. When you build interest-based career paths, rather than ones informed by a rigid evaluation of title history and tenure, the training needed to prepare will inevitably vary from case to case.

For example, some workers will need certifications and classes, others will need to shadow coworkers and still more will just need guidance and advice. When you can provide a range of options, you’ll better support employees’ internal career paths.

Invest in tools that support the mission

Building anything from scratch can be challenging without the right tools. For years now, HR teams have been laser-focused on hiring, and their existing technology sets reflect that.

Pursuing a mobility- and retention-centred model will mean finding ways to integrate hiring and talent management databases to better match internal candidates with interdepartmental needs. These tools can also help provide channels that support employees through the internal application process.

Demonstrate a commitment to transparency

When an employee loses out on an opportunity to an external hire—or someone else in the office—it can be uncomfortable for everyone involved. The best way to mitigate this worry is transparency about the process and decision-making.

To encourage internal mobility, you and other people leaders should communicate with internal candidates about the field and be direct in your feedback throughout the process. While it may feel difficult in the moment, building a culture of transparency will support the overall success of the initiative. Be clear about where the shortcomings are and how the person can prepare for the next time a similar role opens up.

Measure the program’s success

Two key metrics can be used to measure an internal mobility program: the percentage of the workforce that’s involved and the success rate of employees being promoted or moving laterally. You shouldn’t assume the success of internal hires.

Once the search is complete, leadership should equitably assess all employees in new roles, using the information they gather to help evaluate the efficacy of the program and refine processes.

Investing in the future means investing in people

In times like these, retention must be the name of the game in HR and recruiting. Success hinges on the ability not only to meet workers’ needs right now but also to demonstrate a commitment to keeping your best and brightest for the long run.

Putting internal mobility at the heart of your staffing program, though it will take time, does just that. By offering structured, robust opportunities to learn, grow and explore new roles within the company, you show you’re invested in the success of your employees.