Internal Mobility: A How-To Guide
17 January 2011
Read by 2034 persons
Tools are essential, such as the career committee, the job board, the skills and jobs reference guide... Beware of casting errors that can destroy a career.
The period for annual evaluations is open. An important time to discuss everyone's aspirations and expectations. In principle, we discuss salary increases and other bonuses, but also internal promotion. Moving within one's own company seems simple and an option open to all employees. But in reality, this is not always the case. Except for those who are pushed towards a dead-end job. It should also be remembered that mobility is not only vertical, i.e., synonymous with promotion. It can be horizontal - from one department to another or within the same department - or geographical (from one region or city to another). What rules govern internal mobility in a company? Who generally benefits from it? Are there any failures that can occur? These questions generally constitute a headache for HR departments.
Without support, mobility can be poorly experienced by those concerned
As usual, it is large companies that organize themselves in this way or that stand out through mobility policies. At the Crédit Agricole du Maroc group, for example, internal mobility features prominently in the GCAM 2013 strategic plan, which provides, among other things, for the establishment of a career committee and a mobility charter, which, a fortiori, helps to meet the mobility requests of employees. "The group, which employs nearly 3,400 employees, is planning to develop its agencies, so promoting mobility, both geographical and functional, is one of the main means at the service of human wealth management policy to support this development," explains Meriem Idrissi Kaitouni, HRD of the group. Like Crédit Agricole, many companies have set up internal mobility schemes. While the reasons differ, the management tools are quite similar: career committees, job boards, skills and job reference guides, year-end evaluations...
But not everyone has access to them. According to Jamal Amrani, it tends to concern executives and managers more. It is true that high potentials remain a population to be cherished at the risk of losing them.
To compensate for this instability of high potentials, companies no longer hesitate to supervise the most unstable. In several groups, the best are retained through stock option schemes, capital participation..., a sign of loyalty but also of recognition. Geographical mobility is even advised. The same applies to Renault Maroc. "We also ensure that our best people are not tempted to leave. Training, career development, horizontal or vertical mobility, we must know how to retain them through targeted and personalized actions," explains Mohammed Bachiri, HRD of Renault Maroc.
But beware of casting errors. Poorly prepared and without support, mobility can be poorly experienced by those concerned. In this regard, Mr. Amrani explains that "internal mobility requires significant organization. This presupposes upstream a transparent communication policy generalized to all employees. Mobility opportunities must be communicated precisely". For his part, Mr. Bachiri adds that in case of failure, the operation has repercussions not only on those concerned but also on the company's HR policy. In short, candidates must go through several essential phases. Starting with taking stock of their career path. In consultant's language, this is called a skills assessment. "Very useful for reorientation, it allows one to become aware of one's achievements and to put oneself in perspective to prepare for the desired change," notes Mr. Amrani. But that's not all. "It is also necessary to review the reasons for one's current immobility in the position. The right timing is when you are sure to have saturated all the skills that the current job offers," notes Mr. Bachiri. In short, it is a whole approach that must be the subject of real reflection.
lavieeco.com
The period for annual evaluations is open. An important time to discuss everyone's aspirations and expectations. In principle, we discuss salary increases and other bonuses, but also internal promotion. Moving within one's own company seems simple and an option open to all employees. But in reality, this is not always the case. Except for those who are pushed towards a dead-end job. It should also be remembered that mobility is not only vertical, i.e., synonymous with promotion. It can be horizontal - from one department to another or within the same department - or geographical (from one region or city to another). What rules govern internal mobility in a company? Who generally benefits from it? Are there any failures that can occur? These questions generally constitute a headache for HR departments.
Without support, mobility can be poorly experienced by those concerned
As usual, it is large companies that organize themselves in this way or that stand out through mobility policies. At the Crédit Agricole du Maroc group, for example, internal mobility features prominently in the GCAM 2013 strategic plan, which provides, among other things, for the establishment of a career committee and a mobility charter, which, a fortiori, helps to meet the mobility requests of employees. "The group, which employs nearly 3,400 employees, is planning to develop its agencies, so promoting mobility, both geographical and functional, is one of the main means at the service of human wealth management policy to support this development," explains Meriem Idrissi Kaitouni, HRD of the group. Like Crédit Agricole, many companies have set up internal mobility schemes. While the reasons differ, the management tools are quite similar: career committees, job boards, skills and job reference guides, year-end evaluations...
But not everyone has access to them. According to Jamal Amrani, it tends to concern executives and managers more. It is true that high potentials remain a population to be cherished at the risk of losing them.
To compensate for this instability of high potentials, companies no longer hesitate to supervise the most unstable. In several groups, the best are retained through stock option schemes, capital participation..., a sign of loyalty but also of recognition. Geographical mobility is even advised. The same applies to Renault Maroc. "We also ensure that our best people are not tempted to leave. Training, career development, horizontal or vertical mobility, we must know how to retain them through targeted and personalized actions," explains Mohammed Bachiri, HRD of Renault Maroc.
But beware of casting errors. Poorly prepared and without support, mobility can be poorly experienced by those concerned. In this regard, Mr. Amrani explains that "internal mobility requires significant organization. This presupposes upstream a transparent communication policy generalized to all employees. Mobility opportunities must be communicated precisely". For his part, Mr. Bachiri adds that in case of failure, the operation has repercussions not only on those concerned but also on the company's HR policy. In short, candidates must go through several essential phases. Starting with taking stock of their career path. In consultant's language, this is called a skills assessment. "Very useful for reorientation, it allows one to become aware of one's achievements and to put oneself in perspective to prepare for the desired change," notes Mr. Amrani. But that's not all. "It is also necessary to review the reasons for one's current immobility in the position. The right timing is when you are sure to have saturated all the skills that the current job offers," notes Mr. Bachiri. In short, it is a whole approach that must be the subject of real reflection.
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