BUILDING A STRONGER TALENT PIPELINE THROUGH INTERNAL MOBILITY

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Internal mobility is something that many organizations in today’s world should have at the top of their agendas. Internal mobility is the movement of employees vertically and laterally, a process of employees transitioning into different roles, departments, or levels within the same organization. This can include promotions, lateral moves, project-based assignments, or cross-functional shifts, all of which help employees expand their skills, explore new career paths, and grow within the company.

A well-structured internal mobility strategy not only enhances employee retention and engagement but also ensures that organizations maximize the potential of their existing workforce, fostering a culture of continuous learning and development.

But why does it matter so much and how can it improve talent acquisition? Let’s find out!

It reduces our dependency on position labels

One of the problems we have noted with labeling positions too clearly is that it causes inflexibility and can be detrimental to creativity. When people are siloed into specific roles, we make it harder for them to deal with challenges because they are limited to a rigid, pre-defined position. They may also develop “them” and “us” thinking, starting to feel separated from their colleagues. This can be very detrimental to the overall organization because it stops it from performing as a cohesive whole and distances its workers from its mission.

Position labels are needed, of course; we have to make some effort to define who is responsible for which job roles. However, as with any labels, we limit ourselves when we put definitions on people and stick to them too rigidly. For this reason, organizations should think about ways that they can “un-label” positions, or at least create greater flexibility and more cross-position training.

The benefits of doing this are multitudinous. Let’s explore them!

Bridging the skill gap:  Internal mobility helps fill critical skill gaps by enabling employees to develop new competencies and adapt to evolving business needs. By transitioning between roles or departments, employees gain hands-on experience, broaden their expertise, and strengthen their problem-solving abilities. This approach not only enhances workforce agility but also ensures the organization has a well-equipped talent pool ready to meet future challenges.

It creates a results-driven atmosphere: When the focus is on doing things well, rather than who should do what, more focus can be given to achieving the right results. It doesn’t matter if the manager delivered plates to the table in the restaurant while the waiter was busy, as long as the customer got their food quickly. Of course, this needs to be balanced with employees having the skills for the job they are covering, but it’s a logical approach that can be ideal for employees as well as the overall organization. People working in this kind of environment are more likely to feel loyalty and respect for an organization that is not too rigid about job distinctions and focuses on results over rules.

Furthermore, when you cross-train employees and encourage them to understand other people’s jobs, you’re fostering an adaptive workforce that can respond more effectively to disruptions. You’re less likely to run into problems if a key worker is suddenly unavailable because there’s a greater chance that other staff members will be able to step in and cover for them.

It could reduce stereotyping in the division of duties: Encouraging flexibility in roles in this way means individuals are more likely to move into areas where they are naturally strong, rather than areas that people just expect them to take on. If they have a say over their job duties, they may choose to take on jobs that suit them, not just jobs that society has designated as “appropriate.” It’s important to note that this is not a given, however, and organizations should look out for signs that employees are being pushed into certain areas based on gender, sexual orientation, religion, ethnicity, etc.

It promotes collaboration: When employees are siloed into their jobs, there’s a risk of them feeling disconnected from their colleagues and resentment forming, especially if groups receive different pay and benefits. Breaking down these barriers and removing the labels can help employees feel more connected. This improves teamwork and morale. Morale is critically important in the workplace, affecting many different elements of how people perform, and having good morale could even improve your ability to acquire more talent.

How enhancing internal mobility strengthens hiring for skilled and diverse talent

When it’s clear that organizations offer lots of internal mobility, people are much more likely to feel excited about working there. That’s true for a number of reasons. One is that people know they are more likely to be able to upskill and advance their careers because they’ll have plenty of opportunities - not just for promotions, but for lateral moves into other areas. Shadowing opportunities and the ability to work on cross-functional projects are also key elements of this.

It’s also important because it means that if somebody doesn’t thrive in a particular role, they know they’ll have a chance to move into other areas. If they find they don’t have strengths for doing X in their role but they really thrive when it comes to Y, they may be able to move toward Y. This offers greater job security and greater satisfaction, and it can work in the organization’s favor, because people will be able to play to their strengths.

Furthermore, this kind of flexibility and role adaptability can enhance diversity efforts within the organization. Hiring processes are notorious for introducing bias, even in organizations seeking to eliminate it. By hiring from within, organizations can increase their chances of hiring based on merit. They will already know the candidates’ strengths and weaknesses, which can make it easier to bypass unconscious biases and make the best hire according to strengths.

In short, internal mobility strengthens both employer branding and organizational resilience. Outsiders evaluating an organization and deciding whether it is a good fit for them are more likely to apply if they see clear pathways for career progression and skill development within the organization. Success stories from employees who have advanced their careers internally not only attract top talent but also highlight the organization's ability to retain and develop its workforce, a key factor in long-term resilience. When these stories reflect diverse career trajectories, they send a powerful message that the organization is committed to both inclusivity and adaptability, ensuring it can withstand challenges and continue evolving in a rapidly changing business landscape.

Time to get hands-on!

Conduct an internal mobility mapping by reviewing your last 10 hires or promotions. Identify how many were internal vs. external and look for patterns. Are some teams or demographics benefiting more than others?