We are all aware of the phrase ‘right under our nose’ but it seems when it comes to a business and its current employees, it is one that can be forgotten. By not recognising and promoting internal talent, businesses risk wasting employees’ skills and potential and even losing them to their competitors.
A recent study we conducted with IDC, which interviewed 1,352 HR professionals and line managers across 16 European countries, revealed that the most important factor for employee happiness and productivity was internal mobility. The survey also showed that companies where employees were encouraged to collaborate and work together sat within the 64% higher portion of high-growth organisations. It is a clear strategical business decision for companies to invest in mobility.
So, how can you improve internal mobility and get the most out of your current employees?
Streamline HR processes and talent management
Firstly, all employee data needs to be collated onto one single and simple cloud-based platform. With all processes standardised for every employee, HR and recruiters can accurately manage and monitor performance across different departments and locations. Complete access to up-to-date CVs and a better understanding of employees’ career ambitions also facilitates easy identification of top internal talent. As a result, important hires are much easier and much more likely to be made internally.
Nurture internal talent
It is not only technology that needs to develop but also employers’ attitudes towards internal development. Managers need to recognise that allowing employees to move internally is beneficial to all parts of the business, including their own department. They may lose employees but gain new talent in return, boosting knowledge diversity, skills and as a result productivity. These opportunities to progress and move within the company also need to be explicitly highlighted to employees.
Most importantly, employers need to invest in proper training plans that are fully aligned with overall business objectives. This will ensure that companies are far less likely to face skills shortages where they will need to hire external talent. Clearly communicating to employees how these training programmes aid the business will also create higher engagement and highlight the possibilities for career progression.
Grant more power to employees
The responsibility to explore internal mobility should not solely lie with the employer but with the employees as well. Businesses, though, need to enable employees to have a greater say in their personal development. The key again is consistency and transparency. Standardised learning opportunities, full disclosure of business-aligned performance criteria and the departments with open opportunities, granting employees more control over their career. Rather than passively waiting for employers to decide their future, employees are provided with a clearer sense of direction, encouraging them to take action themselves.
It is important for organisations to be aware of what is happening in the outside world but it is also worth remembering to look inwardly. By better facilitating internal mobility, employers not only ensure that their employees are retained, saving expensive and laborious external hiring, but also that they are highly engaged and productive. As a result, employers can tap into the full potential of their employees and bring the most value to their business.
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