In theory, internal mobility is a good idea for companies. It helps them keep more employees, save money on hiring, and use people who already know the company. These employees can also switch to different jobs within the company easily.
However, the concept would undoubtedly be more advantageous if the majority of employees were aware of where to discover internal prospects. Similarly, if hiring managers were confident in their ability to identify top-tier talent within their own organizations.
Introducing the role of the internal mobility consultant. These individuals are becoming more prevalent in organizations like Goldman Sachs, Fidelity Investments, and State Street Corporation, assisting employees in locating suitable positions and aiding managers in discovering valuable talent within the company.
In the realm of corporate solutions, internal mobility advisors, often known as “coaches,” stand as a promising remedy for ongoing challenges. As revealed in LinkedIn’s Workplace Learning Report, a staggering 93% of organizations voice their concerns about employee retention, an area where internal mobility can make a considerable impact. Surprisingly, despite high-ranking executives identifying the promotion of “opportunities for employees to explore diverse roles within the organization” as a top-tier workforce objective, a mere 15% of employees report having encountered support in their pursuit of internal role changes.
Internal mobility advisors possess the pivotal ability to bridge this gap effectively.
To gain insight into their responsibilities and the value they bring to organizations, we engaged in conversations with an internal mobility advisor from a bank and another company that supports products and systems. Let’s delve into their insights.
Advisors offer personalized assistance to foster employee development.
A talent mobility advisor situated in Los Angeles contributes a significant portion of her time to guide employees in shaping their future steps within the bank.
An integral member of the internal mobility program initially introduced. This program extends its benefits to the entirety of the bank’s workforce, encompassing 171,000 full-time and part-time employees in the U.S. Its immense popularity has led to the expansion of the team, evolving from a team of four advisors to a robust team of 12.
The team’s workshops and, more notably, their personalized approach has garnered enthusiastic engagement from employees. They underscore the impact, stating, “When people discover our approach—’Wait, you offer one-on-one support?’—they’re genuinely amazed. That’s exactly what we provide: individualized guidance to empower employees in utilizing the right resources at the right juncture.”
Within the realm of employee engagement, a diverse array of motivations prompts individuals to seek guidance. For some, it’s about strategizing their forthcoming career steps, while others yearn to expand their networks and explore fresh horizons. Then there are those who require assistance in initiating dialogues with their managers. Interestingly, one of the prevailing needs harkens back to the past: help with crafting resumes.
Leveraging their background as a former recruiter assume the role of a mentor, adept at equipping employees to bridge skill gaps, refine their personal brand, and gain visibility. The individual consultations they conducted generally span between 30 to 45 minutes, adaptable to each employee’s specific requirements. The extent of assistance can vary widely; while some are well-served within a single session, others may require as many as seven or eight interactions, which might include quarterly check-ins.
A substantial facet of their internal mobility initiative entails hosting virtual seminars open to all employees, focusing on career development themes. Topics covered range from crafting compelling resumes and interview preparation to effectively using the company’s career advancement tools. The reach of these presentations has been extensive, already impacting around 13,000 employees this year.
Within the lead individualized coaching, they recently encountered a unique scenario. An employee who had been immersed in an entry-level operations role for two years aspired to transition into the realm of technology. Navigating this shift posed challenges for him, especially given his status as the first individual in his family to engage in a corporate environment. Over multiple sessions, “We delved into strategies for connecting with individuals in his desired role. We honed his interview skills and crafted a compelling elevator pitch.” Beyond this, they assisted in composing a follow-up email for post-interview interactions. The employee diligently acted upon their guidance, resulting in the employee’s current position as a help-desk analyst.
The employee has also transformed into a vocal advocate for the program, a role that resonates with many others. The team has successfully steered numerous employees toward new opportunities within the company. In return, these employees have not only contributed to the growth of the team by extolling their merits but have also highlighted the invaluable role the team plays in their careers.
Advisors at a company that supports products and systems contribute to the fulfillment of executive positions within the company.
A global entity boasting a workforce of 90,000 individuals, approaches talent management distinctively. The London-based head of internal talent mobility, and his team of three advisors. Functioning with a resemblance to internal recruiters, they focus on filling top-tier positions within the organization with adept employees.
In 2020, the British defense contract company established its internal mobility unit with the aim of retaining talent. The process entails executives and potential contenders for such roles creating profiles and platforms. Additionally, employees can enroll in the internal mobility community via the platform, indicating their interest in internal opportunities. When a role requires staffing, the team proactively scours for talent, leveraging profile data to align individuals with suitable openings. They also ensure that internal roles are advertised openly, enhancing accessibility for all employees.
Drawing from their background as a former recruiter, they recognized the need for a versatile skill set in the role. The team meticulously reviewed their data, conducted talent searches, and assessed employees’ career aspirations. After multiple rounds of shortlisting, they identified two candidates who underwent evaluations by the chief people officers, eventually, securing the position.
Approximately 70% of the team’s efforts are directed toward internal recruitment activities (external recruitment is outsourced by their system), while 20% is devoted to nurturing talent pools. The remaining 10% aligns with the role carried out by the bank’s team—providing career coaching to employees.
They share that their future vision entails dedicating more time to advising employees. They elucidate, “Nonetheless, there is a current imperative to retain talent, optimize internal mobility, and enhance internal capabilities. Presently, the team integrates all these aspects into a unified solution.” This assertion is substantiated by results: Since the team’s inception, economized around £750,000 (US$940,000) in recruitment costs and substantially contributed to fulfilling the talent mobility goals outlined by the company’s executive committee.
Concluding Reflections: The Heightened Relevance of Internal Mobility
In an era characterized by streamlined workforces, organizations are compelled to maximize their talent reservoirs more effectively. Simultaneously, this dynamic operates reciprocally. Just as companies seek to leverage exceptional talent for their success, employees themselves aspire to continue evolving.
This is the very essence that invigorates the bank’s team within their role—facilitating employees’ attainment of fresh horizons. As they underscore, “Receiving updates like ‘I aced the interview’ or ‘I’ve received a verbal offer’ truly brighten my day.” Amidst the intricate dance between organizational demands and individual aspirations, the profound impact of internal mobility resonates louder than ever.