Is offering career paths that meet their expectations a major solution to talent retention?
81% of HR managers believe that internal mobility within companies is one of the most effective responses. Moreover, the Global Talent Trends 2020 study carried out by LinkedIn demonstrates this: employees of a company that has developed a strong internal mobility policy stay with the company 41% longer on average. As a result of the many actions taken by HR teams and managers, the company also needs the initiative of its talents.
How to involve employees in their internal career path?
To involve employees in their internal career paths, HR teams provide the means for their autonomy through various tools: from internal mobility interviews to learning solutions and the formalization of a concrete mobility policy.
Empowerment through internal mobility interviews
The mobility interview is different from the professional interview. The latter is devoted to the employee's professional development prospects (change of position, increase in responsibilities, promotion, development of skills, etc.). In addition to its mandatory nature, the professional interview is an essential tool for opening a dialogue with your employees. It can be carried out by the managerial line or a human resources professional.
The mobility interview is a time for discussion that must be used to make the employee a player in his or her professional project: prospects, training needs, mobility wishes, etc. The employee is supported in becoming aware of his or her skills and professional qualities, and in analyzing his or her areas of expertise, which may constitute gateways to other professions.
Disseminate a concrete internal mobility policy
The will to encourage your employees to make themselves available for possible job changes must be part of the company's discourse. Communication about the internal mobility policy must be regular with your employees.
One of the most common mistakes is to advertise an internal vacancy when an external candidate has already been identified. This goes against the trust you want to build between the HR department and the employees. Transparency is essential, but it is not enough: presenting the positions on an internal job board must include the aspirations and skills of each individual: an employee will use the tool more if it presents the positions for which the skills required skills are those he or she wishes to develop. This is the promise of the Talent Marketplace.
Your internal mobility policy must be promoted to your audience. The distribution of your dashboards, the testimonies of concerned employees, examples of career paths carried out internally are some of the tricks that we advise you to use. They allow you to demonstrate the success of the provisions offered to everyone, the concrete and effective realization of gateways within your structure.
Create and adapt tools to build a career path for employees
Employees must have access to information, to internal job opportunities, to recruitment processes and to paths for internal development.
Developing a culture of horizontal mobility and internal mobility means making certain career management tools accessible.
What are the 2 essential digital tools for career building?
Offering talents the means to build their career relies on 2 key digital interfaces:
- The matrix of skills for each profession, the level expected and the level reached, to date, by the employee
- The skills profile of the employee. It includes his or her qualifications, the faculties needed to access the jobs in the vicinity, and the training courses to get there.
All studies agree that mobility is one of the priorities of working people in their career development, for all generations and all socio-professional categories. The PWC study - Talent Mobility 2020 - demonstrates a key aspect of the desire for mobility:
Only 18% of Generation Y employees plan to stay in their jobs beyond three years!
In concrete terms, this means that 4 out of 5 employees will seek external opportunities if you do not offer them mobility within your company.
Employees will be more active in their career paths if they can be autonomous in their development of skills and the construction of their project according to their aspirations. This desire is at the origin of Natixis' approach, and we give you the opportunity to watch the intervention of its "Head of Transformation" in a video.
Supporting the autonomy of employees through concrete means of learning
56% of HR professionals consider the lack of qualified internal candidates to be the second biggest obstacle to internal mobility.
An internal mobility policy is necessarily coupled with the development of internal skills . A change of position, whether it is in the context of a rise in skills or a change of environment, implies an upgrade of the skills of the employee concerned.
The professional training plan must include specific courses to contribute to both hard skills (professional know-how and skills ) and soft skills (life skills). The development of these two categories of skills is necessary to promote the transfer from one position to another. Other categories of skills such as skills sectorial are also to be constantly enriched.
Successful internal mobility is a vector of communication and a lever for valuing all employees.
This behavioral change usually takes 21 days and is accompanied by an ergonomic tool that facilitates the construction of career paths.
Convinced to bet on internal mobility? We advise you to read our complete use case to make employees actors of their career.