Traditionally, businesses use external hiring to fill in empty positions. They resort to external hiring and if new talent does not come in, they may just let go of the role completely. Yet, the candidate a company desperately needs may already be within their present workforce. This is where internal mobility proves useful.
Internal mobility is a talent management strategy that became more popular recently for employee retention. Linkedin, in their “2020 Global Talent Trends Report”, discovered that there was 41% longer employee tenure at companies with high internal hiring compared to those with low internal hiring. Also thanks to COVID-19, it has become more cost-efficient for companies to slow down recruitment activities and just redeploy people according to the new demands of businesses.
Employees tend to stay loyal to companies with good internal mobility programs because it offers a chance for them to grow professionally within the company. They are given a chance to transfer to a role they not only desire, but also showcase their potential and updated skillset to employers.
Uber is an example of a company who has taken advantage of their internal mobility to keep employees productive. First, they emphasize its importance to managers by showing hard data and anecdotal stories of their workers. Second, they infuse learning and development to address skill gaps. Jonathan, Uber’s director of global talent acquisition operations stated that in the last three years Uber has graduated 50 new product managers through its Project Management Academy program.
Uber also supports employees who want to explore new roles without neccessarily changing their current job. Uber developed an internal gig platform. where employees can apply for short-term assignments and collaborations.
Most importantly, Uber sees their internal mobility program as ongoing. They constantly revisit policies to make sure there are no barriers for their employees from accessing opportunities and reaching their desired roles.