The sad fact is that it is often easier to get a job with a new company than it is to move across your own business. Exceedingly talented employees who have had time, money and training invested in to their career, sometime over the space of several years, are leaving the business taking with them your investment. It is for this reason that Resourcing Managers need to find the best way to increase internal mobility.
At last month’s Direct Resourcing Think Tank (DRTT) on the subject numerous ideas were discussed on the best way to utilise these resources. Some of suggestions included getting your IT department to change everyone’s screen saver to advertise current vacancies, developing in-house job boards and sending weekly vacancy mail outs; all free and relatively simple tools to implement.
Internal advertising is clearly one of the simplest ways for employees to gain more visibility of their options however one of the questions raised was how long do you wait internally before you advertise your vacancy externally? One company that regularly attends Direct Resourcing Think Tank (DRTT) has a policy that no advert can be placed outside the business before it has been advertised inside. The idea being that by allowing your employees to see vacancies available to them it is more likely going to promote internal mobility and referrals.
One of the key challenges when looking across several functions, is that many Managers are reluctant to release good talent into other areas of the business. Something beneficial to take away from this DRTT was the concept of give and take; yes you may have to ‘give away’ good talent but if you are prepared to do this then you are also in line to receive talent. For some this needs a real change in attitudes and behaviours; however the first step towards this is to get your different divisions talking and working collaborating to discover skills gaps and where you can both help each other.
For many internal candidates it is the fear of repercussions within their team that stops them from looking. Many worry that they will be instantly ‘blacklisted’ when their manager discovers they’re looking at other opportunities, others can become extremely anxious when deciding at what stage they should inform their manager that they are in the process with other area of the business. A lot of this comes down to having a thorough policy on internal mobility but also getting the buy in from senior management to encourage staff to take risks and apply. One of the most effective solutions is to get employees talking; by having this visibility around your internal mobility, employees will be able to get lot of their concerns out on the open and won’t fear a backlash against them for trying to improve their careers.
Companies tend to think that the responsibility around internal mobility is all down to them however Direct Resourcing Think Tank (DRTT) members discussed the concept that more focus need to be put on the individual to take control of their own career. There is only so much you can do to promote internal mobility before you need to step back and let the candidates with the drive and passion take their careers in their own hands.
So to summarise, make it as easy as possible for internal candidates to transition through the company and make them aware of their opportunities but when it comes down to it, the accountability should be placed with the individual.
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