Comment pourvoissez-vous les postes vacants avec des références et la mobilité interne?

📌 Filling roles through Internal Mobility / Internal Job Postings can have a positive impact on the organisation on many counts ⏭️ 💡It is a great way to signal to the employees that the organisation does walk-the-talk , and invests in employee development & their career progression. 💡Employees in the entry levels of the organisation start "believing" in the organisation's processes , beliefs & systems → as they start seeing success stories ( employees who got promoted through internal mobility) around them. 💡Knowledge Transitions and Handover/Takeover processes become seamless and hasslefree. 💡Internal Mobility can have a positive impact on the Employer Brand of an organisation & position it well in the Talent Community.

The organisation needs to be really clear about the desired skills and attributes for employees and job roles so that it is transparent how referred candidates will be assessed. That alongside a transparent recruitment process will ensure the referrer and referee feel the recruitment is fair and reasonable. Important for many reasons but crucial if employees are rewarded for successful hires made from referrals. It's essential to make sure hiring managers give good feedback to referred candidates and, without breaching confidentiality of course, update the referrer so that even if the candidate is not recruited the referral process feels meaningful and worthwhile.

The success of a referral scheme is based on the internal and external employer brand. Current employees will only be happy to recommend the workplace if they genuinely feel happy about working there. A referral programme might only bring the results you are looking for if your employees are engaged or fulfilled in the workplace.

Internal mobility is a long-term project. An excellent internal mobility strategy would include, amongst others: - Transparent career ladders with a fair recognition system and opportunities. - Training and resources for managers to be able to understand their reports' aspirations and ability to support them in getting there. - Organizational culture, where employees feel comfortable pursuing roles that sit anywhere within a company or not following a 'traditional' career path.

The consideration of diversity and inclusion is so important to minimise any potential for unconscious bias to lead to unfair internal mobility decisions. Who gets exposure to senior management and who gets opportunities for visibility of their work? Who gets chances to deputise for their manager, be involved in special projects or take on additional responsibilities to expand skills? Who gets valuable learning and development opportunities to be ready for the internal move - why and how? What gets recognised and rewarded and how? Is there organisational clarity on potential mobility opportunities and how people can get ready to apply for them? What impact does all this have on who gets considered for internal move opportunities?

In addition to these points, I would add openness and fairness. I've seen internal promotions and job changes that are 'done deals' before they are published. These reduce trust and harm the culture of an organization.

One of the easier ways to promote Internal Mobility , would be to open roles ONLY for Internal Applicants for a certain time frame ( say 1 week ). Incase of no interest or no suitable applicants being found - we progress to external applicants. Doing so ensures Internal Talent gets the first shot at all career progression opportunities. ( In practice - this probably suits best at entry/mid levels of organisations )