According to a Linkedin Talent Solutions study, the professional mobility policy is an integral part of the company’s recruitment strategy for 40% of HR departments. If this HR strategy has met with great success in the last few years, with employees as well as management, it is because internal mobility brings certain advantages.
What are the benefits of professional mobility?
Profesionnal mobility has 5 major advantages that we describe in this page:
- Strenghten the collective skill level.
- Reduce recruitment costs.
- Improve retention
- Establish the pillars of sustainable performance through increased flexibility
- Diversity and Inclusion cultural support
Strengthen the Collective Skill Level
Offering career mobility opportunities to employees is a way to spread best practices to individuals who do not usually move together.
78% of employees are keen on learning, recognizing the swift changes in their industry.
The preferred method of acquiring new skills is to learn by doing the task directly. Not waiting to be fully trained to widen one's circle of activities can be answered by participating in joint projects with other teams. The company can help them acquire new skills and reinforce the ones they already have. This improves their performance and fulfillment at work.
Combat Skill Obsolescence
The core of an employee’s activity no longer corresponds to his or her job description, and there is a simple reason for this: priorities are constantly changing, technologies and professional practices challenge the necessary skills every 12 to 18 months. Professional mobility encourages networking, the dissemination of the best knowledge and arouses curiosity to adapt in parallel with the training programs designed by the HR department.
Promote transmission
In a company, regardless of its size, poor communication between the various departments is often a hindrance to the smooth running of operations. It is not uncommon to find a lack of understanding of the issues and constraints between the various departments. Implementing a professional mobility policy, by circulating skills from one department to another, allows employees to acquire and disseminate a transversal vision of the company’s different challenges. By mixing different profiles and backgrounds, the whole organization becomes more collaborative, more transparent, and improves its productivity while circulating knowledge.
We offer you use cases on the following topics:
Reduce recruitment costs
Another positive consequence of internal mobility is the reduction of recruitment costs. The envelope for a recruitment climbs to about 30% of the gross annual salary, they are composed of :
- Publication of an offer
- The potential service of a recruitment agency (between 8% and 30% of the gross annual salary)
- Valuation of the time spent on defining the position, interviews, internal feedback, etc.
- The necessary rise in skill of the newcomer, his equipment, ….
Internal recruitment retains human costs, training costs, and resource reallocation costs, but it significantly reduces the total budget and the risk of failure.
Retain employees
Up from 13.7% in 2013 to 15.1% in 2019, turnover continues its year-over-year growth. This can be explained in part by the arrival on the market of Generation Y employees. More impatient, constantly seeking new challenges and learning, turnover among these employees often exceeds 20%. By offering transparency on internal career paths, these employees can better project themselves in the company.
Trying out a new job, moving abroad or moving up to a higher grade are all possibilities which, if the conditions are clearly expressed, represent engaging objectives. By broadening the range of possibilities within the company in this way, we avoid employees going elsewhere to find what they cannot find here. Moreover, it also helps to motivate employees by showing them that their skills are recognized and sought after internally, and that the company is counting on them.
Is the topic of retention important to you? Here are 2 contents to go further:
Supporting sustainable performance
Adapting to the Changing Landscape of Professions
With more than 80 new professions having appeared in the last 10 years, and nearly 700 threatened with disappearance within the next 15 years, it is often said that professions are changing faster than people. Changing jobs without changing companies becomes a necessity, as is the case in the banking sector, for example, with the job of bank advisor, which is changing considerably with the arrival of online banking.
This transformation of professions is seen as an opportunity by employees, who, thanks to internal mobility, can develop their skills skills and thus enhance their employability. Shortening the time spent in the same position within the company enables employees to broaden their range of skills. And for the company, it ensures that it can adapt to changes in its sector with the necessary responsiveness, while perpetuating existing know-how.
Promoting Organizational Agility
Faced with the economic upheavals of recent years, restructuring and reorganization within the company are not uncommon. Implementing a policy of internal mobility also means reducing the social impact of these strategic plans, which are especially frequent in large groups. For the employees integrated in an internal mobility plan, it is the assurance to keep their job by adopting a new role or new skills in the company. Internal mobility provides greater flexibility and makes it easier to adapt resources to the changing needs of the company.
Instilling a culture of genuine diversity and inclusion
By offering career mobility opportunities to all employees based solely on their performance, the company is affirming its commitment to promoting diversity and inclusion.
Since 2000 the European Union has enacted 2 directives aimed at eradicating discrimination in the labor market, they were transposed into French law in 2014. Since then, which laws constitute a step forward for diversity and inclusion?
The laws on disabled persons (nearly 500,000 job seekers) on the one hand, and the law on seniors on the other, have strengthened the obligations of companies:
- The CDI d’inclusion is designed to encourage the employment of older workers
- “Cap vers l’entreprise inclusive” sets out provisions for workers with disabilities.
With respect to professional equality, companies with more than 50 employees are required to negotiate a collective agreement or submit an action plan on professional equality. Failure to comply with this obligation may result in financial penalties and a ban on access to public contracts.
In reality, we note that this movement remains slow and essentially dedicated to the recruitment phase. The objectification of internal evolution evolves in a positive way according to the culture of the companies.
We dedicate a full page to this topic: Diversity and Inclusion in Professional Mobility.
