"A player who makes a team great is more valuable than a great player. Losing yourself in the group, for the good of the group, that's teamwork."
- John Wooden
In other words, the star of the team is the team. Having a business that is built on the team and the sum of its parts versus each individual performer is where organizations in uncertain markets like this one can really shine.
This is truly the purpose of an organization – individual team members working together with a common goal in mind. However, this cannot happen without a strategy for internal mobility, one that is built into your company culture and that benefits both individuals and the organization as a whole.
Internal mobility supports career agility by moving employees into new roles, projects, tasks, and even coaching opportunities so they can become more agile as people and team members.
Does your organization fall back on hiring talent externally or internally? Do your recruiters have access to internal employee data? Do your employees have access to opportunities across your organization? The answers to these questions determine whether or not your organization has a solid mobility strategy.
Learning powers culture, and culture powers employees who are motivated to innovate, delight customers, and stay ahead of the competition.
The role of internal mobility in your Employer Value Proposition
Your employee value proposition (EVP) is the set of benefits you offer employees in return for the skills, experience, and qualities they bring to the position. This is central not only to your current workforce, but also to your talent attraction strategy.
When you begin with “here is what we offer” instead of “here is what we need our hires to be,” your organization will attract candidates that are more likely to identify with the culture and values your company thinks are important. The candidates that your EVP speaks to are the ones who are more likely to stay with your company for a longer period of time, as well as the employees that refer like-minded friends and former colleagues and become your brand’s evangelists.
We've to be able to understand what candidates expect from us and what our employees want, and this is especially important in the current talent marketplace (where, despite announcements of layoffs and hiring freezes, we really do need to hire as well as retain our top performers).
Consider that Generation Z, or Gen Z (born between 1997 and 2012), currently makes up 30 percent of the world’s population and are expected to account for 27 percent of the workforce by 2025. Gen Zers surveyed for LinkedIn’s 2022 Workplace Learning Report were more likely than any other generation to agree with the statement “I used to think learning was not worthwhile, but now I think it is.” The survey also asked people what would motivate them to spend more time learning.
Gen Z employees led all other generations in selecting "if it helped me get another job internally, be promoted or get closer to reaching my career goals” as their number one motivation for learning. Their close second choice was “if it was personalized specifically for my interests and career goals.”
According to a 2021 Employee Well-Being Report, employees see “opportunities to learn and grow” as the top driver of work culture. A culture of learning not only engages your existing employees, but can also help attract talent seeking an employer that prioritizes learning.
Data shows that Gen Z employees with hopes or plans to leave their current roles have the clearest job-hunting agenda of any age cohort. They’re the leaders in seeking more opportunities to move up or increase responsibilities (61%) and more opportunities to learn or practice new skills (76%). If your company isn’t ready to support these opportunities, you will lose great employees to your competitors who are ready.
Having a mobility strategy helps you support a kind of culture the majority workforce is now expecting but it also serves as a differentiator in terms of talent retention as well as attraction no matter what the market looks like in the future.
How Reejig can support internal mobility
Aligning your internal jobs and opportunities with the skills you have in your workforce starts with understanding who your people are and what skills and potential they have.
A team is like this; whoever is on the field or the court, the coach plays to their individual strengths shifting their own individual roles, responsibilities, and assignments to support the larger team’s goal which is to win the game.
Reejig solves this by giving you 100% visibility over the skills and potential of your people, through aggregating all the data that sits across your existing HR tech stack (ATS, HRIS, LMS, etc.), enriching that data with publicly available data to create automated skills profiles for everyone in your talent ecosystem.
Reejig gives your talent teams, people leaders and employees access to an Opportunity Marketplace where they can create and discover job and project-based opportunities that align to individual skills, passions, and potential. Through matching and nudging talent to opportunities you can increase engagement, unlock capacity, reduce time to resource projects, and importantly, increase internal mobility.
Results have seen a 232% increase in employee engagement for internal opportunties delivered via the Reejig Nudge Engine.
.svg)
