Link to resource on internal mobility: http://bit.ly/31xQnNF
Human resource managers always have two things on their minds – attrition and retention. In a market dominated by millennials, India’s recruiting managers have to deal with individuals who consider three years at a firm a long tenure. No longer satisfied with simply having a job, workers want to keep moving on to the next best thing. Rising costs of hiring a replacement for an outgoing employee has forced human resource departments to look within, in the literal sense. Companies are employing internal mobility or redeployment policies to retain employees which will also help reduce costs associated with hiring. If used effectively, internal mobility can help HR expend lesser time on hiring, onboarding and incur fewer recruiting costs. However, simply implementing internal mobility policies may not be enough to ensure redeployment a success.
Here are 5 reasons internal mobility policies fail and what HR can do about it:
Conflicting views of the management
The first hurdle to a good internal mobility program is lack of management buy-in. All hiring managers need to be on-board and understand the concept as the success of the program heavily relies on it. There may be hiring managers who have not yet bought in to the idea of hiring internally and are hoping to find the ideal candidate with the exact skill-set and experience match outside of the organization. Before a talent mobility program can launch, HR will need to take efforts to educate the executive team about the benefits of an internal mobility policy, including increasing retention and lowering recruitment costs. Additionally, keeping track of the program’s progress and communicating success will help with increasing internal support for it among the managers.
Awareness of open roles
Employees aren’t often clear on the positions that are open within the company. Internal opportunities are either communicated manually or through technology. Depending on how internal opportunities are communicated, open roles may not be clearly communicated to employees. Without an effective method of communication, hiring managers may find it easier to search externally for the position than taking the time to make the opportunity available internally first. This can be addressed by putting in place a policy whereby managers must make a position available internally first for a duration and only then make it available externally. Having a platform dedicated to talent mobilty where employees can view, enquire, apply and prepare for internal positions ensures that hiring managers have a efficient way of filling open roles with internal candidates. As part of the preparation, consider providing career development programs that include learning modules and career coaching support.
Lack of Employee transition flexibility
A change in career path is natural and employee tenures with a company are, on average, less than 5 years. When career development options are not available, individuals quickly feel stagnated in their roles and start looking for new opportunities outside of the organization. Through internal mobility, HR can begin to solve this issue. In addition to communicating job openings, internally placed employees will require training to acclimate themselves to the workings of the department. Companies employing redeployment solutions will require a dedicated career development programs or programs of this nature to support it for it to be successful. HR should encourage cross department collaboration and internal networking to help employees know more about the several departments and their workings. Employing a third party services company that could assist with career coaching and development could help employees transition easily into their new roles.
Additional resource for internal mobility: http://bit.ly/31xQnNF