The figures are clear: Internal Mobility increased by 13% in 2020 compared to 2019 [1]. The COVID-19 pandemic has highlighted this (already present) need for companies to capitalize on their internal skills to promote recruitment and skills retention. But in concrete terms, what does Internal Mobility mean for companies and their employees? What do the figures tell us about Internal Mobility?
What are we talking about?
Internal mobility refers to any change of position or function within a company or group of companies [2]. There are several forms of internal mobility.
Internal promotion
This is the best known and the one we think of almost immediately. It corresponds to an employee taking on greater responsibilities. Generally accompanied by an increase in salary and various other benefits, this type of mobility depends on availability in the hierarchical pyramid. It is also known as vertical mobility.
Whether cross-functional or geographical, mobility is becoming increasingly important.
As an alternative to vertical mobility, this type of mobility enables employees to change jobs or professions (transversally) without changing hierarchically. Employees can also move geographically, whether or not they remain in the same position.
This temporary mobility corresponds to a temporary internal reassignment or replacement on a voluntary basis. To meet a specific need, an employee may offer his or her skills to another department (site or subsidiary) within the company, either on his or her own initiative or at the company’s request. The professions concerned may or may not be similar.
Internal mobility figures for companies
Internal mobility is less expensive
Internal recruitment is 20-50% cheaper than external recruitment, depending on the costs involved.
This is due in particular to faster internal sourcing, shorter recruitment times, generally lower salary costs (compared to external recruitment) and a reduced risk of error (due to a better match between candidate profiles).
Successful recruitment!
The success rate of internal mobility for companies in France is 67% [3]. One of the main reasons for this is the profile of the internal candidate. The candidate is better known to the company, and is less likely to be unsuited to the company’s values, environment and operations, as well as to its behavior and affinities. These mismatches are 9 times out of 10 the main causes of permanent contract termination. [4]
In companies that make frequent use of Internal Mobility, employees stay, on average, 41% longer than in those that don’t! [5]
Indeed, offering employees the opportunity to exercise their skills differently throughout their career fuels their need for change (the main cause of external mobility for 50% [6]).
Internal mobility for employees
Employees for Internal Mobility
60% of employees would choose Internal Mobility if they had the chance (rather than leaving the company). [6] According to them, they are unable to choose this option, mainly due to a lack of internal opportunities. One of the keys to a successful Internal Mobility policy is, moreover, to make internal offers more visible.
And mobility is not seen as a long-term option, but rather a short-term one within the company. In fact, almost half of working people are considering internal mobility within the next 2 years [8] . 83% among young professionals [9]. Unfortunately, only 16% of them actually take action! [8]
More commitment thanks to Internal Mobility
Employees offered Internal Mobility are 30% more committed than others. [10]
Skills development and career advancement represent two of the top three motivating factors for employees. For millennials, this need is even the main source of motivation (ex eaquo with work atmosphere), well ahead of salary.
In practice, an HR paradox
HR professionals convinced
81% of recruitment professionals say that internal recruitment improves retention. 69% say it speeds up productivity and 63% say it speeds up the recruitment process[11].
The potential of Internal Mobility has therefore been clearly identified by many HR professionals…. With a long way to go
Despite this strong conviction on the part of recruiters and HR about Internal Mobility, only 5% of hires in companies in 2019 are from Internal Mobility.[6]
In these internal recruitments, the initiative often comes from the employees themselves (70%), who express their need/want for change. [12]
Overall, the figures for Internal Mobility are encouraging. It represents a real expectation on the part of employees, who initiate the process. Still under-practiced in companies, it is nevertheless a real catalyst in the race to win the commitment and loyalty of your employees.
And to discover other benefits, best practices and tips for making Internal Mobility your No. 1 recruitment, retention and attraction asset, download our complete Guide!
Sources
[1] Linkedin Recruitment 2020 study
[2] Definition legislative editions
[3] Les Echos 2014
[4] “Hiring for Attitude” – Mark Murphy
[5] LinkedIn’s Global Talent Trends 2020
[6] Hays Groupe 2019
[7] IFOP, 2018
[8] Poll conducted by the Institut Français d’Opinion Publique for Hopscotch, in 2018
[9] BVA, 2018.
[10] Career enablement Anna Fulton & Maya Crawley – Fuel50 Global Benchmarking Research
[11] LinkedIn Global Trends 2020
[12] The secrets of Internal Mobility , by those who made it – Christine Regnier – Capital magazine 2019.
