These days, it’s hard to find employees who stay with a company for a long time, for a variety of reasons. This is all the more true for generation Y, known as ‘millennials’, and for generation Z who are less inclined to extend their leases with companies.
Companies are now competing in ingenuity to retain their talent. For a long time, economic motivation was an argument they systematically used. For some years now, however, well-being at work has been an issue of concern to the world of work in an increasingly anxiety-provoking environment. As a result, companies are focusing on flexible organisation, with flexible working hours, training and pleasant working environments. All these new formulas are not always enough to retain their employees.
Retaining talent is an important issue for any company facing stiff competition. There are few, if any, figures on employee retention, even in so-called ‘developed’ countries. The most recent one in France dates back to 2019 and estimated the average turnover rate at 15% (INSEE).
Retention must be an integral part of HR policies in terms of talent management. The human resources departments of large companies need to find new strategies for retaining promising employees. Internal recruitment is one of these new strategies, and it offers a number of advantages.
The choice of this internal strategy depends on the size of the company, turnover and the willingness of managers. This choice is called internal mobility
What is internal mobility?
It consists of moving an employee from one position to another, either vertically (increasing responsibility within the department), horizontally (same position but change of department), or transversally (increasing responsibility in another department).
In large companies, employers often forget that an internal pool of skills, experience and profiles is a valuable asset to their organisations. Employees are only too happy to change and develop after a few years in a job.
As stated at the beginning of this article, this strategy must be designed to offer prospects to an organisation’s employees. It must be part of an overall strategy to provide a personalised experience for employees, and to create an internal talent pool that makes it easier to identify new talent.
A number of advantages:
- Employee loyalty and development: talent is retained and encouraged to grow. Development has an impact on loyalty
- Less time spent on onboarding: we don’t even talk about onboarding any more. Integrating an employee who is already in a job into another can be simplified and is effective
- Reducing the cost of external recruitment: Assessing the cost of recruitment is far from straightforward. A number of direct and indirect costs need to be taken into account
- Reducing the risk of poor recruitment: The employee is already known through time, achievements and successes
- Increased sense of belonging: Employees feel that the organisation has placed its trust in them
- Reinforces the role of HR: In reality, this means giving the HR function back the place and role it should have within the organisation: advising, coaching, supporting, etc
Our career match solution is designed to make mobility a lever for building loyalty. Giving meaning to HR’s mission by enabling them to advise, coach and support employees. It also helps to improve the employee experience by showing which jobs the employee will do best.
