As an international business, one of your competitive advantages is your ability to quickly and cost-effectively relocate employees across jurisdictions. But global mobility presents its own challenges. The fact is, HR professionals need, for example, to deal with tax and social security, work permit and visa requirements, employment law, pension plans and compensation across multiple jurisdictions. At Ius Laboris, we offer full global mobility support from lawyers all around the world expert who are committed to staying abreast of all issues in this field.
Internal mobility refers to the change of role that a worker may choose to engage in within the organization, shifting from one organizational unit to a different one, peforming different activities.
Internal mobility can occur due to various reasons related to specific organizational needs of the Foundation:
– Open positions that the Foundation advertises through job opportunities reserved to internal staff (internal selections)
– Role transitions that become necessary due to organizational/strategic changes, problematic situations or personal reasons
To the end of enhancing and developing the skills of its human resources, the Foundation offers job opportunities to internal staff through processes of recruitment and selection dedicated to its employees and collaborators.
These are real opportunities for professional and personal growth for those workers who intend to bring into play their knowledge, skills and aptitudes in different professional fields. The internal selection processes are also an important opportunity for empowerment, when the organizational needs of the Foundation coincide with the motivations and interests of individual workers. Thus,
Internal mobility is one of the trickiest issues to navigate. More specifically, how can employees tactfully discuss the possibility of changing departments with a manager; and how can managers properly address the employee’s interest in making that change?
This conversation creates a lot of anxiety and uncertainty about the best way to handle it. However, companies should make a concerted effort to inspire and help guide employees in their career journey.
A critical part of this initiative is teaching managers how to be more open to their employees’ desire for professional development outside of their comfort zone. This is often a difficult task for managers because for most, professional development has been an individually owned function, and not one focused on surveying broad company opportunities and sharing talent. A level of trust needs to be built for the initiative to be successful.
Internal Mobility: Look Inside when Hiring | SmartRecruiters
Sourcing candidates can get costly. You’re either paying outside recruiters or you’re spending precious time and money posting jobs and scouring other resources for talent.
But I’ll let you in on a little secret. The best candidates may be the ones you’ve already hired.
Certainly the opportunity for promotion and internal mobility is great for your current team because many of them are looking for new opportunities along their career path. Keeping them in your organization gives your team more reasons to stay – and helps you boost retention rates.
It seems obvious to me that starting a search for talent should begin within your organization. Yet I see all too many recruiters spending far too much time looking outside the company when there’s really no need. Of course you can begin an external search, but why not look internally first? It’s less cumbersome and promoting internal mobility creates a more engaged team.
Internal Mobility for Employees – Belgium | Hudson
€150.000 = the average cost to replace a manager, not including the termination fee and the emotional cost. Anticipation is the key.
During our more than 2,000 career coaching sessions, we’ve frequently observed that a new challenge within the company can inspire managers, energise their competencies and enhance their performance considerably. It is a win-win situation. And if the manager, having taken stock of his career, decides to leave after all, he leaves for the right reason, in the right direction and typically on good terms.
Hudson’s Internal Mobility programs create unexpected possibilities:
Career Tracking for individuals. We’ll advise the employee on how to optimise his/her current role or on how to search for a new, inspiring challenge in the current company.
Redeployment at departmental or organisational level. During a corporate reorganisation, it’s critical that you maintain corporate knowledge, staff experience and professional contacts. We’ll work with your team to implement Career Tracking on a larger scale.
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?