In the Right Career HRD Talks, we explore how career management, internal mobility, and talent development take shape in Belgian companies. For this purpose, we will engage in conversations with progressive HR leaders.
In this third episode, our central guest is Annick Janssen, Chief People and Culture Officer for Belux at ManpowerGroup. ManpowerGroup encompasses several interconnected brands – Manpower, Experis, Jefferson Wells, and Talent Solutions. The ManpowerGroup itself is well-known as the leader in recruitment solutions - whether permanent, temporary, on-site, or talent outsourcing. Their mission is to create employment opportunities for as many people as possible.
Here's a summary of our fascinating conversation.
In a rapidly evolving labor market, organizations face unprecedented challenges. Belgium's labor market, for instance, exemplifies the strain – boasting over 280,000 unemployed individuals yet grappling with a 4% job vacancy rate, significantly above the European average of 2.7%. At the same time, digitization and AI are reshaping workforce needs, creating skill gaps and uncertainty. In this complex landscape, internal mobility emerges not just as a solution but as a strategic imperative.
Internal mobility is more than just filling vacancies – it's a cornerstone of talent retention, engagement, and adaptability. As Janssens emphasized, retaining talent within the organization provides employees with growth opportunities, fostering loyalty and strengthening the psychological contract.
An example from a previous role of hers highlights a direct link between internal mobility and engagement. The difference was striking: employees who transition to new roles internally were significantly more engaged compared to external hires. These employees often become brand ambassadors, reinforcing the company's reputation as an employer of choice.
“A former manager I worked with once said that when you give an open role to an external candidate without first offering it internally, it’s like stealing an opportunity from your employees. And in a way, that’s true.”
Despite its benefits, internal mobility remains underutilized, particularly in Belgium. A culture of risk aversion and a lack of confidence in individual potential are key barriers. Janssens noted that many Belgian managers struggle to let go of high-performing team members, due to fear of disruption.
Additionally, organizational practices often fall short. Job openings may be posted internally, but poor accessibility or lack of awareness undermines these efforts. Managers play a critical role in enabling internal mobility. But they should understand that retaining talent within the company – if not within their team – is more important than losing it altogether.
These challenges point to the need for a cultural shift, supported by clear policies and a growth mindset.
"Culture eats strategy for breakfast", as the saying goes, and internal mobility is no exception. For ManpowerGroup, fostering a culture of mobility begins with leadership. Top management must champion the initiative, setting the tone and creating a supportive environment for employees to explore new opportunities.
Janssens also highlighted the importance of a ‘speak-up culture’, where employees feel empowered to express their aspirations. This requires psychological safety and transparent communication between employees, managers, and HR. Without these elements, mobility initiatives risk being perceived as token gestures rather than genuine opportunities.
Janssens: “Career management has evolved significantly. The old model of predefined career paths is no longer relevant to today’s workforce. We often hear that everyone should be the CEO of their own career, and I fully agree with that notion.”
Internal mobility thrives on collaboration. Janssens described career management as a shared responsibility between employees, managers, and the organization:
This three-piece relationship ensures that mobility initiatives are not just top-down mandates but integrated efforts that benefit all stakeholders.
Essential to keep in mind: career development isn’t always about climbing the corporate ladder. Janssens stressed the importance of offering lateral moves and specialist career tracks, recognizing that not all employees aspire to management roles. By valuing expertise and providing flexibility, organizations can cater to diverse aspirations and retain top talent.
While budgets for internal mobility may be tight, the long-term benefits far outweigh the costs. Upskilling employees, fostering engagement, and improving retention contribute to a more resilient organization. Janssens described this as an investment in the future – one that strengthens both employees and the business.
For organizations looking to thrive in today’s competitive labor market, internal mobility isn’t optional – it’s essential. As Janssens advised, embedding mobility into the company culture and maintaining persistence in the face of resistance are critical steps. The rewards are clear: higher engagement, stronger retention, and an organization better equipped to navigate change.
In a world where adaptability is the ultimate currency, internal mobility offers a pathway to success – for employees and employers alike.
