Large companies have the advantage of embracing internal talent mobility when the challenges of talent acquisition confound smaller companies with limited internal resources. Acquiring suitable talent after a long and grueling process is one area of Human Resource management that quickly adds to the cost. Instead of fighting the fact that talent acquisition costs are high and budgets for wage and workforce planning are ever-slimming, it is best to give internal talent mobility a try. In successful cases of transfer of talent, the stress of a lateral movement is much lower than that of bringing in a new hire into a role.
Advantages of internal talent mobility
Culture fit: Someone who is already hired and flourishing in the company has an existing level of comfort and ‘fit’ with the organizational culture. There is little adjustment or culture shock for either party.
Job fit: Real fit in a role can be determined only after a worker has carried out the responsibilities, in some cases. There are a significant number of cases in which the professional might decide that they’re not cut out for certain activities and prefer to look at other role opportunities within the same company. This is a tailor-made case where internal talent mobility opportunities come to the rescue without giving rise to attrition.
Career growth: Succession planning, maturity planning, and leadership development are on the minds of both HR personnel and the actual workforce themselves – for different reasons. Workers wish to absorb more know-how in their domain and ascend to better positions. HR and top functional leaders are anxious that the right workers – with the right skills and disposition should move into the top positions. This is another case to be made for internal talent mobility where it benefits both parties.
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Smooth transition: Staff who are already within the company know many of its rules, requirements, and procedures. During internal transfers, much of these remain the same. This is a relief for both the managers and the people who are being managed.
Intelligent growth made possible: In these times of outcome-focused, skill-specific job roles and projects, growth in careers is rarely straightforward. There are a multitude of opportunities and the luxury of choice is there when companies enable internal talent mobility. Lateral movements push talent strategy in the right direction while saving time and effort in comparison to hiring from the external job pool of candidates.
In the world of work colored heavily by the ongoing pandemic, internal talent mobility has become all the more important. Thanks to this, both employees and employers know that disillusionment or lessening performance metrics do not automatically spell the end of the association. That said, internal talent mobility is certainly not the answer to every problem in performance or glitch in employee experience.
Despite this, internal talent mobility can become a landmark distinguishing quality for name-brand employers that makes them instantly recognizable. In several cases, it is desirable for the organizational culture that goes with this kind of flexibility. This transformative quality to the hiring and talent strategy lent to organizations by this simple and logical policy matter is doubly relevant in the post-pandemic world where cross-trainability and versatility are highly prized. This is on the same lines as a win-win employee referral program. Models of talent strategy like these have worked wonders in corporate houses in India such as Capgemini and Microsoft and will continue to hold sway.
References:
- Internal talent mobility and career growth opportunities: How large organisations attract and retain talent|ET HR World|Abhishek Sahu|May 03rd, 2021
- The Complete Guide to Internal Mobility|Paddle HR|Amita Parikh|Dec 15th, 2021
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