Did you know that internal mobility is one of the most popular recruitment methods for companies and employees? Yet, few companies actually have an internal mobility program, despite many advantages.
It is considered one of the major HR trends of this new decade. Internal mobility is on the rise because it provides many answers today’s challenges companies face: competitive hiring landscape, skills gap, employee commitment and loyalty. Where do we stand in 2020 and what are the areas of progress for a better internal mobility strategy?
#1. Internal mobility, a slow but steady progression
This is the proportion of internal recruitment carried out in companies in France in 2019. According to APEC, internal mobility has increased by more than 10% in companies between 2010 and 2020. But unfortunately, internal mobility is still too often offered to managers, when it should be generalized to employees at all levels. All the more so as internal mobility represents a lever for accelerating productivity. An employee is never as productive as in the first few years of his or her employment. So, by stimulating novelty and change, you reactivate the motivation of your employees in the same way.
#2. Internal mobility, save on cost-to-hire while keeping happy employees
18 à 20 %
This is the estimated additional cost of external recruitment compared to internal mobility, according to a Wharton study. These costs include advertising and managing applications, the possible use of recruiting agencies and, of course, onboarding costs. Additionally, it takes 2 to 3 months to complete an external recruitment, whereas hiring internally can take half as long. Let's also point out cost savings related to the risk of a bad hire: 63 days of salary! An employee who is already familiar with company values and processes is a guarantee of success when taking on a new position internally.
According to the report "Integrated career development," (Anne Fulton and Maya Crawley, Fuel50, 2018), 32% of companies that use internal mobility are overall more satisfied with the people they hire. Indeed, main reasons of a successful hire are demonstrated required skills but most importantly, culture fit. A risk that represents 21% of cases according to the same study, i.e. the percentage of external employees that will leave the company because they are not culture fits.
#3. Internal mobility as a talent retention lever
Employees in a company that have an internal mobility program stay on average 41% longer compared to employees in companies that don't. This figure was reported by LinkedIn's Global Talent Trends 2020 study, which highlights four ways in which HR will attract and retain talent in 2020. Among these trends, internal recruiting is mentioned by 81% of HR professionals as a very important plan for talent retention. The goal is to retain talent by offering them career paths that live up to their expectations and by offering them opportunities internally before they are tempted to take them externally.
Why is this? Technology and innovation are unstoppable, jobs are evolving and new generations are more willing to change jobs and move around the world.
#4. Internal mobility as a response to changing lifestyles
This is the number of managers who are considering mobility (internal or external) in the next 3 years. The main reason for this is that 1 in 5 executives say they are dissatisfied with their jobs. Work priorities have shifted and skills development opportunities are now on top of the list, as well as search of meaning.
Numerous figures show that mobility has also become one of the priorities of career development. A PWC study - Talent Mobility 2020 - shows that only 18% of Millennial employees plan to stay in their job for the long term and 64% plan to hold at least 3 different jobs in their career (Monster). So career development goes hand in hand with skills development. Which we need to be able to map out .
#5. Obstacles to internal mobility
This is the percentage of HR professionals who mention talent retention by managers as the main obstacle to internal mobility. Managers are very often reluctant to let go of the profiles that they consider to be the best performers in their team. The lack of qualified internal candidates (56%) and difficulties in diversifying teams (38%) round out the top 3 of these obstacles.
This is why implementing an internal mobility policy necessarily goes hand in hand with a culture of mobility. To enter into a win-win logic, mobility must be driven not only by HR but also by management. Building trust and giving your employees the opportunity to project themselves into new responsibilities, and offering them training will foster the commitment of your teams.
Are you looking for a tool to help you manage your internal mobility and map skills?