{"id":60797,"date":"2020-09-01T12:10:56","date_gmt":"2020-09-01T12:10:56","guid":{"rendered":"https:\/\/explore.local\/2020\/09\/01\/how-internal-mobility-is-all-about-people\/"},"modified":"2025-04-04T19:20:08","modified_gmt":"2025-04-04T19:20:08","slug":"how-internal-mobility-is-all-about-people","status":"publish","type":"post","link":"https:\/\/degreed.com\/experience\/fr\/blog\/how-internal-mobility-is-all-about-people\/","title":{"rendered":"Movin\u2019 On Up: How Internal Mobility is all About People"},"content":{"rendered":"\n<p>Over the past several years, it&rsquo;s grown harder and harder to talk about jobs, hiring, and careers without a conversation about automation, and yes, even robots. Walk into a McDonald&rsquo;s, Walmart, or Aloft Hotel and you may find an electronic worker greeting or serving you. And while it seems we\u2019re getting close to the world of the Jetsons and Rosie the Robomaid, automation will never fully solve all of the problems related to jobs, hiring, and careers, especially when it comes to the human side of things.<br><br>Whether you\u2019re on board with the idea of a skills gap or not, the numbers don\u2019t lie. Right now, those numbers are clearly indicating that the skills gap is real. Korn Ferry surveyed 1,500 business leaders around the world, and slightly more than half said they expected the talent shortage to still be around in 2030, costing firms nearly $8.5 trillion in lost revenue. <\/p>\n\n\n\n<p>Organizations are turning to internal <a href=\"https:\/\/degreed.com\/experience\/blog\/top-10-resources-2019-upskilling-your-workforce\/\" target=\"_blank\" rel=\"noreferrer noopener\" aria-label=\"upskilling (opens in a new tab)\">upskilling<\/a> and mobility strategies to address talent shortages. The problem, however, is that there is a lot of \u201cyou should pay attention\u201d data, yet little advice on how to address the inherent people, process, technology, culture challenges, along with the solutions to overcome them. This is where Degreed steps in.<\/p>\n\n\n\n<p>In a recent <a href=\"https:\/\/hbr.org\/2019\/05\/recruiting?ab=hero-main-image#your-approach-to-hiring-is-all-wrong\">HBR article<\/a>, Peter Cappelli, Professor of Management at The Wharton School of Business, shares research showing how internal hires stack up on the list of hiring sources. The dismal truth is that they\u2019re at the bottom, below third-party websites, social networks, and staffing firms.<\/p>\n\n\n\n<figure class=\"wp-block-image\"><img decoding=\"async\" src=\"https:\/\/explore.degreed.com\/wp-content\/uploads\/2025\/04\/Blog-In-Post-1-1024x576.jpg\" alt=\"\" class=\"wp-image-32702\"\/><\/figure>\n\n\n\n<p>In order to improve the situation, organizations have to take a people-first approach. Doing so requires addressing the challenges that exist today, and creating solutions that benefit the most important element of an internal mobility strategy: people.<\/p>\n\n\n\n<p>Let\u2019s talk about the three main stakeholders in an internal mobility strategy: <\/p>\n\n\n\n<ul class=\"wp-block-list\"><li>The individual<\/li><li>The manager (current and hiring)<\/li><li>The talent team<\/li><\/ul>\n\n\n\n<p>First up, the talent team. Most organizations have a talent acquisition team but not a talent retention team. Digging deeper, the talent acquisition team\u2019s goal, as the name might suggest, is to acquire talent, not retain it. The metrics for this department speak to acquisition goals and the speed of achieving them. <\/p>\n\n\n\n<p>Moving on to current and hiring managers. In many organizations, current managers should be the best promoter of internal <a href=\"https:\/\/degreed.com\/experience\/blog\/degreed-raises-32-million-funding-career-mobility\/\" target=\"_blank\" rel=\"noreferrer noopener\" aria-label=\"career mobility (opens in a new tab)\">career mobility<\/a>, but this is often not the case. Why? In the article \u201cCareer Websites Alone Are Not Enough,\u201d Lisa Pueschel, Staples\u2019 Vice President of Talent &nbsp;Acquisition, says \u201cI don&rsquo;t think managers are holding people back because they don&rsquo;t want them to grow their careers. They\u2019re holding people back because they\u2019re fearful of having a gaping hole in their organization for 30, or 60, or 90 days.\u201d <\/p>\n\n\n\n<figure class=\"wp-block-image\"><img decoding=\"async\" src=\"https:\/\/explore.degreed.com\/wp-content\/uploads\/2025\/04\/Blog-In-Post-2-1024x376.jpg\" alt=\"\" class=\"wp-image-32703\"\/><\/figure>\n\n\n\n<p>Managers may not know how to help individuals. One HR Executive described the problem this way: individuals are either aided or stymied by the capability of their current manager to unlock their <a href=\"https:\/\/degreed.com\/experience\/blog\/build-your-own-incubator-emerging-skills\/\" target=\"_blank\" rel=\"noreferrer noopener\" aria-label=\"next career step (opens in a new tab)\">next career step<\/a>. And our most <a rel=\"noreferrer noopener\" aria-label=\" (opens in a new tab)\" href=\"https:\/\/degreed.com\/experience\/blog\/how-the-workforce-learns-about-the-research\/\" target=\"_blank\">recent research<\/a> indicates that while employees are looking for this direction from managers, they&rsquo;re largely not receiving it. Based on our <a rel=\"noreferrer noopener\" aria-label=\"How the Workforce Learns Report (opens in a new tab)\" href=\"https:\/\/get.degreed.com\/how-the-workforce-learns-report-2019?utm_source=blog&utm_medium=cta&utm_campaign=HWL\" target=\"_blank\">How the Workforce Learns Report<\/a>, only 20% of managers in our survey recommended learning resources or experiences to their direct reports. And only 17% helped create a plan or set goals for <a rel=\"noreferrer noopener\" aria-label=\"developing skills (opens in a new tab)\" href=\"https:\/\/degreed.com\/experience\/blog\/skills-lifecycle-part-4-developing-skills\/\" target=\"_blank\">developing skills<\/a>.<\/p>\n\n\n\n<p>Hiring managers for those next roles play a part in the problem, too. Pueschel describes this situation: \u201cHere\u2019s how it goes sometimes, recruiters bring up some internal names. Hiring managers are receptive. They say, \u2018Yes, I\u2019d love to see that person, but I also want to see two or three external people.\u2019 We need to stop that. If we have great internal talent, let\u2019s move them to grow their careers.\u201d<\/p>\n\n\n\n<p>That brings us to the individual. It\u2019s common in many organizations for individuals to own their careers. That sense of ownership should be both motivating and empowering, but too often it becomes a limiter and a cause for the aforementioned attrition. In addition to lack of visibility into \u2014 or sometimes knowledge of \u2014 what career paths look like in most organizations, the two people might approach regarding career growth \u2014 managers and talent teams \u2014 are usually part of the problem. <\/p>\n\n\n\n<p>The blame can\u2019t be placed solely on managers and talent teams. CEB Researchers have pointed out that individuals can also contribute to the problem, especially those empowered to own their careers who then choose paths that don\u2019t align with organizational needs.<\/p>\n\n\n\n<figure class=\"wp-block-image\"><img decoding=\"async\" src=\"https:\/\/explore.degreed.com\/wp-content\/uploads\/2025\/04\/Blog-In-Post-3-1024x576.jpg\" alt=\"\" class=\"wp-image-32704\"\/><\/figure>\n\n\n\n<h2 class=\"wp-block-heading\">Freedom to the People<\/h2>\n\n\n\n<p>If these are your problems, then we\u2019ve got good news: there\u2019s hope. But there\u2019s also work that needs to be done. Let\u2019s start with the ways you can solve people problems.<\/p>\n\n\n\n<p>Starting with the Talent Team again, it could be as simple as creating metrics and rewards for internal hires. Plenty of companies already have internal mobility goals but the best organizations use the data for internal hires and combine it with the speed of hiring metrics. This shows the organizational ROI of internal mobility and creates a virtuous cycle that repeats itself: more internal hires means more ROI, which then encourages Talent Teams to continue to seek internal hires. Add in a little incentive for the teams and you\u2019ll watch your internal mobility efforts soar in no time. &nbsp;<\/p>\n\n\n\n<p>We\u2019re also seeing organizations take things up a notch by creating new roles to address internal mobility. In his post \u201cEnterprise Learning 2.0: From CLO to CCO,\u201d Andrew Dyer of the Boston Consulting Group suggests creating the role of Chief Capabilities Officer to align human, technology and machine resources related to career growth. <\/p>\n\n\n\n<p>There are also solutions for managers. Current and hiring managers need to buy into the importance of internal mobility. The same metrics used for the talent teams can cascade to managers, incentivizing both when internal hires are placed into new roles. The best organizations go even further by providing tools that allow managers to <a href=\"https:\/\/degreed.com\/experience\/blog\/cant-achieve-career-mobility-looking-backward\/\" target=\"_blank\" rel=\"noreferrer noopener\" aria-label=\"promote connections (opens in a new tab)\">promote connections<\/a> among employees that lead to career growth.<\/p>\n\n\n\n<p>Lastly, the solutions for individuals. It\u2019s still true that individuals <a href=\"https:\/\/degreed.com\/experience\/blog\/create-your-future-build-learning-habit-today\/\" target=\"_blank\" rel=\"noreferrer noopener\" aria-label=\"own their careers (opens in a new tab)\">own their careers<\/a>, and as such, individuals should be encouraged to research and define what their next steps look like. That means considering both transferable skills and ways to build the necessary skills for those new roles. <\/p>\n\n\n\n<p>Once complete, employees can transparently share those goals and skills. In their book, <em><a rel=\"noreferrer noopener\" aria-label=\"The Expertise Economy (opens in a new tab)\" href=\"https:\/\/www.expertiseeconomy.com\/\" target=\"_blank\">The Expertise Economy<\/a><\/em>, Kelly Palmer and David Blake share eBay\u2019s story of launching a career marketplace built on Degreed, Fuel50, and RallyTeam. This marketplace combines self-exploration, learning, and development for current and next roles, a career and project marketplace, and stories of success to inspire action.<\/p>\n\n\n\n<figure class=\"wp-block-image\"><img decoding=\"async\" src=\"https:\/\/explore.degreed.com\/wp-content\/uploads\/2025\/04\/Blog-In-Post-4-1024x576.jpg\" alt=\"\" class=\"wp-image-32705\"\/><\/figure>\n\n\n\n<p>The people challenge isn\u2019t the only puzzle piece to solve to make your internal mobility strategy sing. Looking at tools and processes can also help. But never forget that the biggest puzzle piece will always be people. Keeping your people progressing through upskilling and a finely-tuned mobility strategy are the best ways to close skill gaps and overcome the problems in your organization. We can accept help and use tools that make things easier, but ultimately it falls back on us.<\/p>\n","protected":false},"excerpt":{"rendered":"<p>Over the past several years, it&rsquo;s grown harder and harder to talk about jobs, hiring, and careers without a conversation about automation, and yes, even robots. Walk into a McDonald&rsquo;s, Walmart, or Aloft Hotel and you may find an electronic worker greeting or serving you. And while it seems we\u2019re getting close to the world [&hellip;]<\/p>\n","protected":false},"author":85,"featured_media":60803,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"inline_featured_image":false,"footnotes":""},"categories":[592],"tags":[544],"post_folder":[],"class_list":["post-60797","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-skills-talent-mobility","tag-skill-development"],"acf":[],"yoast_head":"<!-- This site is optimized with the Yoast SEO Premium plugin v27.2 (Yoast SEO v27.2) - https:\/\/yoast.com\/product\/yoast-seo-premium-wordpress\/ -->\n<title>How Internal Mobility is all About People - Degreed<\/title>\n<meta name=\"description\" content=\"Taking a user-first approach requires creating solutions that benefit the most important element of an internal mobility strategy: people.\" \/>\n<meta name=\"robots\" content=\"index, follow, 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