In this LinkedIn article, the prediction is made that internal mobility will no longer be a nice-to-have, but a must-have going forward. After combining all the loose parts in HR, now is the time to link internal recruitment to Talent Management, according to Josh Bersin. Bersin is a global research analyst and educator in everything HR. He speaks and writes about topics like talent management, leadership, technology and life/work balance.
Bersin notices a lot of barriers for internal mobility, of which the biggest one is culture. Companies often work with vertical career paths, so they take a risk when making a horizontal change. The recruiter might want someone with specific experience, and the internal candidate might not have that or not be ready for that responsibility. And if they fail or don’t perform well, it’s hard to get their previous job back. That’s why a lot of companies say it’s easier to hire someone completely new, than someone who transfers from another department.
Internal mobility enables companies to find new expertise which is often hidden in their organisation.
But now everyone is paying more and more attention to internal talent, seeing the opportunities is crucial. Internal mobility can reduce the costs in recruitment and enables companies to find new expertise which is often hidden in companies. It can also strengthen the sense of involvement and belonging among employees.
Welcome to the Talent Marketplace
The Talent Marketplace is a great way to develop your employees. When people go around your company in a more horizontal and developmental way, you actually end up with a better company. It makes the company more adaptive, and faster and easier to start new projects.
When people move around your company, they will have better context and cultural experience inside the company.
People will have better context and cultural experience inside the company. You can see it as ‘buyers’ (hiring managers) and ‘sellers’ (the employees). The buyers are the hiring managers and the sellers are the employees. The Talent Marketplace matches these buyers and sellers.
3 options for Talent Mobility
According to Bersin, there are three approaches to solving this problem and create great internal talent mobility.
1. Planned Talent Mobility
The first one is planned mobility. This is the traditional ‘career management’ model. It implies creating career paths and encouraging people to progress. Managers coach someone until they are ready, and then give them the job.
Most people ‘learn to be ready’ by just taking the new job.
Bersin doesn’t like this model because it’s very limiting and there are too many barriers in the way. Besides, most people ‘learn to be ready’ by just taking the new job. However, it is a very common model used by many large companies. This is because it is quite familiar and feels like it would fit your company
2. Facilitated Talent Mobility
Facilitated mobility is more flexible. Let’s say someone is tired of their job: instead of letting them quit, we move them. This model is about facilitating their move out of the normal career path. Someone is then ‘assigned’ to take an important new role or move. This is a more dynamic process and most companies do it in a very short time. Facilitated mobility is actually a very common practice, but often poorly executed because it is driven by politics like ‘who do you know’ or ‘your internal brand’. Therefore, it may not result in the best business outcome. But with a good talent mobility platform, it can become better.
3. Agile Talent Mobility
The agile mobility model is a fairly new idea where people move around all the time. Bersin thinks that it won’t be long until every company joins this path. People with different skills work on agile teams and projects. Agile Talent Mobility is very effective inside of a function. Within marketing, IT, finance or HR, for example. So if you need the skills of someone from one project, on another project, they can simply join in. With this model the company becomes more accountable, dynamic and agile as a result.
With this model the company becomes more accountable, dynamic and agile as a result.
However, there are a few questions with this model: ‘How are we going to pay people?’, ‘How do we track the progress of someone?’, and ‘Aren’t we moving people too fast or too much?’. The agile model facilitates a lot of project work, but it doesn’t necessarily create dept. Thinking about using all of these three models at the same time is therefore a good idea.