Recently in the HCM community, there’s been a great deal of discussion about the value of internal mobility. What if, instead of instinctively looking outside their own companies to fill important positions, recruiters instead looked to promote from within more often?
In theory, this could have a couple of positive effects. For one, it would help motivate employees at all levels to work harder – if they knew they had a shot at a big promotion, they’d have a real incentive. Secondly, it would be logistically and financially easier for companies. It’s always difficult – and expensive – to hire a new employee rather than keep an existing one.
According to a Broadbean Technology blog, there’s unfortunately a divide between people’s attitudes about internal mobility and companies’ actions – while 77 percent of businesses see internal recruiting as either “critical” or “important” for business, only 7 percent say that they hire senior managers internally.
Mervyn Dinnen, a renowned talent acquisition analyst in the UK, stated that companies are slowly getting better about encouraging mobility, but they still have a lot of work to do.
“The landscape is changing, and we will need to do more in future to continue this trend,” Dinnen explained. “Inclusiveness and simplicity are key, with a workforce focus that should seamlessly be part of overall strategy, not something separate. Internal mobility is most successful when it’s embedded in culture, when managers aren’t being protective over their workers and we are nurturing internal talent pools.”
Along those lines, the following are four things that companies can do to create a culture of internal mobility:
Embrace changing employee expectations
Employees today are more ambitious than they used to be. They don’t just want to stagnate in their current jobs – they have dreams of learning new skills and climbing the ladder. Leadership should embrace this new mindset.
Adopt new HCM technology
To help employees manage their own development, it’s worthwhile to adopt new HR tools such as an HCM cloud solution that can help them in managing their career path. As an example, Dayforce Performance Management provides employees with the tools they need to identify personal and career development opportunities.
Break down cultural barriers
Some barriers to internal mobility are cultural – for instance, managers don’t want to lose their best employees to promotions. Companies should seek to eliminate this sort of thinking, as mobility is best for everyone involved.
Change the recruiting process
Finally, HCM professionals need to change the way they think about recruiting. Looking outward for talented people shouldn’t be their first impulse – rather, they should actively seek opportunities to develop the talent they already have.