HRO Today April 2017 - 49

Workforce Management
University Press found that 82 percent of business leaders
believe a strong culture gives a company a competitive
advantage.
Hiring someone from outside the company means
taking a chance that they might not have the best
cultural fit. Internal mobility, however, provides a pool
of candidates who have already proven that they work
well within the organization. The employer knows how
well they represent the company's values and that they're
motivated by what it stands for.
Less training. The first few weeks at a new job can be
very overwhelming for a new employee. They need
to process information about their role as well as the
company, while putting names to a sea of new faces. In
order to make this transition easier, organizations invest
a lot of time and resources into their onboarding process.
When an employee is already familiar with the
company and how it works, however, things run a lot
more smoothly. They need less training and guidance
on protocols because they've already worked for the
company, and since there's less material to sift through,
employees can focus on fitting into their new role faster.
Higher engagement. Monotony is one of employee
engagement's fiercest enemies. The more time an
individual spends in one position, the greater the chance
that they'll get bored with the day-to-day tasks. No
matter how much they love their job, eventually tedium
chips away at their engagement.
That's why, in a 2016 survey by Future Workplace, 49
percent of respondents said that internal mobility helped
to increase overall employee engagement. By offering
employees new challenging roles, their connection to
their work and their productivity is renewed.
Although there are many advantages to internal mobility,
the hiring process shouldn't be taken for granted. There
still needs to be an established system for assessing how
well current employees would do in another role. There
are a few best practices to follow in order to create a
foundation for effective internal hiring:
1. Keep track of employees' career goals. The majority of
employees set individual goals for their future. They want
to be able to develop and advance professionally. So if
they're given internal mobility options, they'll appreciate
it. But managers also need to be proactive and find out
what other roles they aspire to.
Instead of waiting until a position opens up, have a
discussion about individual goals regularly. This exercise
provides a short list of great candidates before the role
is vacant and creates the opportunity to effectively train
people for the opening.
For example, if a manager sits down and discusses an
entry-level employee's professional goals, they'll be able
to offer the training and experience the employee will
need to succeed. If an employee would like to become
a manager one day, give them the chance to act as a
team leader on a project to provide them with a taste of
a leadership role. Then have a conversation about how
they did and how they can improve so they'll be ready for
their desired position when it opens up.
2. Offer job shadowing. When organizations prioritize
internal mobility, it creates a unique opportunity to
give a candidate a trial run. Possible replacements can
spend time with the departing employee during their
final weeks to see how they'd fit in the role and with
their co-workers. The employee who is leaving can offer
firsthand advice about what it takes to succeed in the
position. Direct supervisors and peers can also provide
feedback about how each candidate did and instill more
confidence in the final choice.
3. Conduct interviews. One of the most difficult parts
of hiring from within is not allowing personal bias to
influence the decision. Depending on the size of the
company, the hiring manager might already have a
strong relationship with certain candidates. That might
unconsciously sway who they choose, even if it's not the
best choice.
One way to minimize this risk is by conducting interviews
with the applicants. Current employees can record their
responses to provide more consistency. It also makes
it simple for multiple people to review candidates'
responses. Both people who are familiar with the
employee and those that aren't can give their opinion,
painting a more balanced picture of whether or not
they're right for the role.
When an employee leaves their organization, it's easy to
think there are more fish in the sea-just don't forget
that the perfect fish might be closer than you think.
Focusing on internal mobility taps into a candidate source
that's already proven to boast great employees.
Josh Tolan is the CEO of Spark Hire.
APRIL 2017 | www.hrotoday.com
[49]
http://www.hrotoday.com

HRO Today April 2017

Table of Contents for the Digital Edition of HRO Today April 2017

HRO Today April 2017 - 1
HRO Today April 2017 - 2
HRO Today April 2017 - 3
HRO Today April 2017 - 4
HRO Today April 2017 - 5
HRO Today April 2017 - 6
HRO Today April 2017 - 7
HRO Today April 2017 - 8
HRO Today April 2017 - 9
HRO Today April 2017 - 10
HRO Today April 2017 - 11
HRO Today April 2017 - 12
HRO Today April 2017 - 13
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HRO Today April 2017 - 15
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