On January 30, Geert Volders, Director of Right Management Belgium, took the stage at ZigZagHR, highlighting a key but often overlooked opportunity: internal mobility. In today’s competitive job market, companies focus heavily on external recruitment, yet the strategic development of internal talent is often neglected. As Geert put it: "Why look for the five-legged sheep outside the organization when there are people internally willing and able to grow?"
Implementing a successful internal mobility strategy is more than just opening internal job postings. Companies must address critical questions: What does internal mobility really mean? Why should we encourage it? Challenges such as salary disparities between roles, the impact of internal transfers on teams, and the potential disappointment of employees who are not selected make internal mobility seem more complex than external hiring.
A significant roadblock is the perception of internal mobility. Some managers see it as a threat: they don’t want to lose their best people. As a result, employees may not be encouraged to apply for internal roles because their managers prefer to keep them.
A cultural shift is needed. Organizations must foster a mindset where internal mobility benefits both employees and the company as a whole. Learn more about fostering career mobility and change.
Many businesses still chase the elusive 'perfect candidate' externally while neglecting the talent they already have. Research shows that only 18% of employees in Europe have changed positions within their company in the past five years, and just 17% plan to do so in the next two years. In Belgium, in particular, employees tend to stay in the same role for extended periods. This reluctance to explore new opportunities can stifle innovation and limit organizational growth.
Additionally, employees are often unaware of the opportunities available within their own company. HR departments don’t always communicate internal vacancies and career development programs in a way that motivates employees to act. A proactive approach – one that actively engages employees and encourages continuous learning – is key to fostering and maximizing internal mobility.
Internal mobility should not be a reactive process aimed only at filling vacant positions. It must be part of a broader workforce strategy that takes into account emerging trends such as digitalization, artificial intelligence, and sustainability transitions. Companies that fail to align internal mobility with long-term business goals risk losing their competitive edge.
A strong internal mobility strategy should include:
Career development and internal mobility often fall into the gaps between different HR functions, such as recruitment, learning & development, and HR business partners, leading to unclear responsibilities and a lack of dedicated budget. Without proper ownership, internal mobility remains a secondary priority rather than a strategic focus.
One effective solution is to establish a centralized internal mobility team within HR. This team would be responsible for talent development, career coaching, and tracking internal movements, ensuring a more coordinated and effective approach.
From the employee’s perspective, internal mobility enhances their skills, increases their value within the organization, and improves their employability overall. It’s not just about promotions, it also includes lateral moves, job shadowing, and cross-functional projects that broaden employees’ expertise. However, many companies only promote internal mobility when facing layoffs or restructuring and often limit opportunities to high-potential employees. How can we make internal mobility appealing to all employees?
Encouraging self-leadership is crucial. Employees should be empowered to take control of their careers by:
Discover insights on continuous professional development.
For internal mobility to thrive, organizations must foster a culture that encourages movement across teams and departments. This requires buy-in from leadership, business units, and employees – internal mobility cannot be solely an HR initiative. Managers play a crucial role in guiding employees through career transitions in a structured and transparent way. Training programs on change management, resilience, and peer coaching can equip managers with the skills needed to support internal mobility.
Transparent communication is also vital. Employees need to know what opportunities exist, what qualifications are required, and how they can prepare for internal career moves. This means establishing clear policies and fostering open dialogue between employees and leadership.
Strategic Workforce Management (SWM) plays a central role in aligning talent strategies with business objectives. It involves identifying critical skill gaps, forecasting future talent needs, and implementing proactive workforce planning. Yet, according to the 2024 Vlerick HR Barometer, only 21% of HR professionals consider SWM a strategic priority.
So, how do we change this mindset?
By integrating internal mobility into long-term workforce planning, organizations can ensure that talent development remains a key business priority. HR leaders must collaborate with senior management to design workforce strategies that align with the company’s vision and future needs. This shift will elevate HR’s role from an administrative function to a strategic business partner.
Internal mobility is a powerful yet underutilized tool for both employees and organizations. When companies take a strategic approach and build a culture that supports internal career movement, they unlock the full potential of their workforce.
For HR leaders seeking to secure investment in internal mobility, creating a well-structured business case is essential. Here's how you can build a compelling case to gain support from top management and key stakeholders.
Start by clearly defining the problem you want to solve or the opportunity you want to seize. The 'why' behind the project needs to be compelling and data-driven to garner support from the executive committee. Make it as concrete as possible:
Outline what you want to achieve with this initiative. This is where you define the measurable outcomes that align with the company's broader goals. For example:
This is the section where you need to demonstrate the tangible benefits of internal mobility:
Every project comes with risks, and internal mobility is no exception. It's crucial to address potential obstacles and offer solutions for mitigation:
It's important to show that you've considered other approaches and explain why internal mobility is the best option. For instance, compare the cost of filling vacancies externally versus utilizing internal talent. Show the long-term value of investing in internal mobility instead of external hiring, emphasizing cost-effectiveness and employee growth.
