内部人才流动指南+Internal++Mobility+Guide

TheSocialTalentGuideto...InternalMobility22Contents3.Introduction4.Thebenefitsofhiringinternally5.Thedifficultiesofhiringinternally6.Howtobecomemoreinternallymobile8.Conclusion2SOCIALTALENT2020©2Inhis2002novel,YouShallKnowOurVelocity!DaveEggerswrotethat‘stasisisitselfcriminalforthosewiththemeanstomove.’Weareconditionedashumanbeingstowanttopushforwardifwecan,toachieveandexperiencemoreineveryfacetoflife–includingourwork.No-onewantstofeelstuckorstagnantinaroleandoftentheonlypanaceaforthisistolookforopportunitiesoutsidethecompanyandultimatelyleave.Butwhatifthiswasn’ttheonlyoption?Internalmobilityreferstothemovementofyouremployeestonewopportunitieswithintheorganisationitself–bothverticallytoanewjoblevelorhorizontallytothesame.Itallowsacompanytotapthewellspringofpotentialhigh-qualitycandidateswhoarealreadyonthebooksandofferachancetore-skill(orusedifferentskills)inordertofillgapsinotherdepartmentsorpositions.Theissuehasbecomeofgreatimportancelately–withhiringfreezessweepingtheindustrylikeaDisneyspellduetoCOVID-19andanimpendingeconomicdownturn,businesseshavebeenforcedtore-calibratetoremainafloat.Whilenotanewconceptbyanymeans,arecentstudybyBersinfoundthatasmuchasthree-quartersofcompaniesonlyhaverudimentaryinternalmobilityprograms.Hiringexternallyisstillseenbymanyassanspareil,butthisisn’tnecessarilythecase,andwe’reheretoshowyouwhy!Stasisisitselfcriminalforthosewiththemeanstomove.3TheBenefitsofHiringInternallyRetentionAccordingtoaLinkedInreport,94%ofemployeeswillstayatacompanyiftheyfeelliketheyarebeinginvestedin.Alackoffuturecareerdevelopmentisakeydriverofemployeeattrition;byadoptingathoroughprogramofinternalmobilityyouarefuture-proofingyourworkforce.Itshowsthatyouactivelywanttonurturetalentandpromotedevelopmentwithinyourorganisation–anattractivepropositionforanyemployee.A2015Deloittesurveyfoundthatwhile87%ofstaffagreedthatastronginternalmobilityculturewouldhelpretentiongoals,only33%oftherespondentsactuallyhadsuchaprogram.EngagementOnlyoneinthreemillennialsfeeltheirorganisationisfullyleveragingtheskillsandexperiencetheyhavetooffer.Ifemployeesfeelunderutilisedorstuck,withnogrowthpathinfrontofthem,itleadstodissatisfaction.OfferingyourPerformanceSometimestheperfectpersonforaroleisrightunderyournose!Itisneverasure-firethingthatbuyinginnewtalentwillresultinpeakperformance.Hiringinternallyallowscurrentemployees,whoyoualreadyknowareaconfirmedculturefit,tobringtheirwellestablishedskillsandworkethictoanewpositionimmediately.Infact,accordingtoresearchfromWharton,itcantakenewhiresuptotwoyearstomatchtheperformancelevelsofthosewhoarepromotedinternallywhilebeingpaidsubstantiallymoretodoso.AgilityOfferingopportunityandclearcareergrowthalsoresultsinanagileworkforcethatcanquicklyrespondtomarketchanges,newtechnology,orevenunprecedentedsituationslikethecurrentpandemic.Cross-functioningemployeeswithdifferentskillscanadapteasily.Insomecompanies,likeSpotifyforexample,thisinternallymobileattitudeisinstilledwithinthemissionstatement;CEODanielEktoldFastCompanythathethinksofjobsas‘missions’ratherthanstaticroles.Hiringinternallyisoftentheeasiest,fastestandmostsuccessfulmethodforfillingopenpositions.However,likemany‘greatonpaper’ideas,itcanbealittletrickiertoexecuteinreality…teammembersfurthertrainingandanopportunitytodevelopnaturallycreatesanengagedworkforcewhoareinvestedandultimatelywanttoriseandflourishinthecompany.Deloittenotedthatacultureofinternalmobilitycouldevenincreaseoverallemployeeengagementbyupto30%.Andengagedemployeesareloyalemployees.4TheDifficultiesofHiringInternallyEventhebestlaidplansofmiceandmenoftengoawry.Establishingorimplementingacultureofinternalmobilitycanraiseanumberofobstaclesthatneedtobeconsideredbeforegoingfullthrottle.VisiblityInarecentsurveyconductedbyDeloitte,about50%ofrespondentsbelieveitisactuallyeasiertofindajoboutsideanorganisationthaninside.It’sanobviousroadblockthattalentacquisitionseemtocomeupagainstwhentryingtopromoteinternalmobility.Ifopenjobvacanciesarenotclearlyvisibletoyourownstaff,thenhowcanyouexpectthemtofeelencouragedtoapply?ThePowerofVetoGoodmanagementisafoundationofastrongapproachtointernalmobility,butunfortunately,thisisn’talwaysthecaseineverycompany.Oftentimesifmanagersaremadeprivytoknowledgeaboutateammember’sdesiretoup-skillorapplyforanewrole,theysquashthemoveto“save”theirownteam.Taskedwithreachingperformancegoalsthemselves,theyareloathetolosestaremployees,resultinginaphenomenonknownastalenthoarding.However,whenamanagerblocksinternalmobility,itsimplyencouragesstafftolookelsewhere,outsidethecompany.CultureAPwCreportindicatedthatopportunitiesofcareerprogressionwasthemostimportantcomponentinmakinganorganisationanattractiveemployer.Butsomanycompaniesdon’tfosterthisbelief,infact,manyevenactivelydiscourageanyformofinternalmobility,seeingitinsteadaspoaching.Ifanorganisationdoesn’tpromoteacultureofhiringfromwithin,it’sverydifficultfortalentacquisitionandHRtotakeadvantageofthispotential.It’salsodifficultforemployeeswhodon’twanttheirdesiretopursuenewrolesorchallengestobeseenasahintofdissatisfaction.50%ofrespondentsbelieveitisactuallyeasiertofindajoboutsideanorganisationthaninside50%5Ofcourse,knowingOfcourse,knowingthepotentialpitfallsthatinternalmobilitycanthrowupisthefirststepinavoidingthem,butthereareafewothertipsthatcanhelpyouovercomeanyobstaclesandimplementstepstoreaptheworthwhilebenefits.SeeingisBelievingBeproactiveandensureyourteamsaremadeawareofanyopportunitiesavailabletothem.DuringtheBrainfoodLiveShow,AdamGordonimploredthataninternaljobboardshouldbebuilt,ifabsent,andconnectedwithdigitalchannelswhereemployeesspendtime.Systemslikethisneedtobeputinplacesoemployeescanactivelycreatetheirowncareerpathswhilesimultaneouslyopeningupthispotentialpoolfortalentacquisition.Coincidingwiththis,internalapplicantsshouldbegiventhesame(ifnotmore)credenceasexternalones,andnotjustshuntedonasanafter-thought.HowtoBecomeMoreInternallyMobileTheCultureShowCreatingacultureofhiringinternallyismorethanarecruitmentproject,itissomethingthathastobeownedbytheHRdepartmentandactivelysupportedbyseniormanagement.Internalmobilityshouldbeactivelydestigmatisedandembeddedwithinthesystemicapproachtotalentsourcing.Here’show:•ProvideclarityaroundthevalueofmobilitysoEVERYONEcanseethebenefits.•Maptheskillsofyourcurrentemployeebaseforfuturereferencesointernalopportunitiescanbepouncedon.•Getseniorleadershipon-boardandincentivisemanagerstohavetransparentconversationswithemployeesabouttheircareeraspirationswithinthecompany.•Encouragenotjustvertical,butlateralmovestootherdisparaterolesanddepartments.•Provideopportunitiestoup-skillwithinthecompany.Whileitmaybeacompletemind-setchangeforsome,anopencultureofinternalmobilityallowsforcompanyknowledgeandskilltoremainwhileminimisingdisruption.677ConfideinMeFearisoftenabigreasonwhyemployeesarereticenttopursueadditionalavenuesinacompany,soconfidentialityhastobeofparamountimportanceifyouwantinternalmobilitytobecomethenorm.Candidateshavetofeelsecureintheknowledgethattheirapplicationtoanotherpositionwon’tresultinbadbloodwiththeircurrentmanagerorteam,especiallyifit’sunsuccessful.Ideallytheseconversationsshouldbehadintheopenandcareeradvancementshouldbechampionedbyall,butasthisisn’talwaysthecase;assuringconfidentiallywillcoveranyawkwardsituations.StoryTimeAccordingtoBeamery,storytellingisanextremelypowerfultoolforpromotinginternalcareersandisthe‘corepieceofanymarketingorcommunicationeffortsaroundinternalmobility.’Recruitmentteamsneedtoshowsuccessstoriesintheirownorganisationstogiveemployeesamaptheycanmodeltheirjourneyson.Theyneedtoplainlyseeitispossibletomoveforwardandnotbepigeonholed.Useinternalcommunicationcampaignswithemails,blogs,testimonialsandeveneventstochampionthosewhohavechoreographeduniqueandfulfillingcareersfromwithin.Remindemployeesoftheirsharedcompanypurposeanddrivehomethenarrativethatit’saplacewherelongtermtenuresarebothpossibleandrewarding.Storytellingisa