According to the Bureau of Labor, there are now a staggering 9.2 million jobs in the US. The set twenty-year record high is not surprising. We emerged from a collective experience that has redefined the way people think about work and has led many individuals to challenge pre-pandemic assumptions about their profession, but this has provided little comfort to other professionals. Businesses still need to recruit and grow.
Employers easily throw money at the problem. On average, companies spend $4,000 to fill an open role. However, in the competitive market businesses are facing, this number can easily skyrocket to the five-digit level as high-end recruiting firms and headhunters tend to get involved. join this equation.
Exacerbating the situation is the “Great Resignation,” where one in four employees is considering leaving their current jobs as we come out of the pandemic. There are ways to beat this metric, according to research from LinkedIn, which found that 94% of employees say they would stay at a company longer if the company simply invested in helping them learn and grow.
Don’t overlook that your next great hire may already be on the payroll — on a different team and ready for a new challenge to support their own career growth or in another department. Internal migration programs that fill job openings with existing employees can serve a dual purpose, by filling key roles quickly and easily (not to mention a fraction of the cost. fees), while keeping employees who can continue.
Here are four ways to boost employee mobility efforts and uncover hidden gems in your organization.
Identify groups that share duplicate skills. Some jobs share complementary skills and a company should define what these skills are in their organization. For example, a skilled marketer who has created a lot of documentation on new product implementations and knows the inside-out offering can be successful in a sales role where they will advertise their capabilities. yourself to potential customers.
Leverage more complete datasets. Employers have an advantage when filling a role with an existing employee. They’ve actually worked with them before, so strengths, weaknesses, interests, passions, and work styles can paint a more complete picture of a candidate. Assessing candidates internally the same way as everyone else would be a missed opportunity. While they may not fit the “resumé experience” standards, existing employees are familiar with your product, organizational structure, and processes, giving them the opportunity to join her new role.
Establish infrastructure for internal mobility programs. Employees must be able to find relevant opportunities within the company, in an easy and simple way that is standardized across the company. Leverage an abundance of platforms that go beyond simple “job boards” and match employees to internal roles based on capabilities and interests, while ensuring employees are familiar and trained on how to take advantage of the program.
Building a culture that fosters career growth. It is important for employees to be aware of the opportunities available to them or the possibility of trying something new without leaving the organization. Learning, growing and developing must be an ingrained part of the culture. Internal mobility should be discussed at team meetings, prioritized by leadership, and something measured and tracked with KPIs.
Implementing an internal mobility program requires a long lead time and commitment of resources throughout the organization.
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