Internal Mobility: How Does It Operate?

Internal mobility, also known as talent mobility, is defined as "a dynamic internal system for transferring employees from job to job - at the leadership, professional, and operational levels" by market research firm Bersin & Associates. If you want to build a flexible and long-lasting company, it will be essential to have the freedom to move personnel around as needed, the business says.

Internal mobility may be advantageous for any firm in a variety of ways, including less time and cost spent on hiring staff from outside the organization, higher employee retention rates, and more diverse and creative working cultures.

Additionally, research on multinational firms has shown that internal mobility is a corporate strategy that promotes flexibility and agility.

Observations with international firms also show internal mobility to be:

  • A method of doing business that encourages adaptability and agility.
  • A plan for recruiting and retaining top people and future leaders.
  • A recruitment strategy prioritizes affordable internal hiring over expensive external hiring.
  • A procedure that employs development to reconcile the goals of the organization with the needs of the person.
  • Instead of being ad hoc, succession planning should be proactive and continuous.

A well-designed talent mobility plan helps businesses attract, align, develop, engage, and retain high-performing and prospective employees by establishing a worldwide talent rotation strategy. This study examines the significance of talent mobility strategies, how they are created, how they are implemented, and the significant economic benefits they provide.

Challenges & Obstacles Right Now

The State of Global Talent Management 2010 research surveyed 300 HR experts and found that many businesses are now dealing with the following issues: • Preserving exceptional ability while decreasing flying.

• Striking a balance between the organization's current and future demands and its need for talent.

• Amassing a huge talent bank.

• Reducing the expense of recruiting immigrants.

• Improving overall HR measurement and reporting.

Administrative and technical difficulties require organizations to deal with these issues. Currently, just 35% of companies do annual employee evaluations for the bulk of their critical responsibilities. Even while succession planning is often growing throughout organizations, many still lack the administrative tools and executive support required to manage and automate the process successfully. However, the majority of businesses continue to use manual, labor-intensive, tardy, and reactive succession planning processes.

Most businesses do not now have a full electronic representation of the talent in the globe due to the fragmented condition of contemporary HR practices, technology, and data (i.e., there is no definitive talent-based system of record). Only 12% of businesses have fully integrated procedures and technology for talent operations, which include performance, succession, development, learning, hiring, compensation, and other areas. An in-depth analysis of integration, a key component of a strategy for systematic internal mobility, will be done in this study.


Internal mobility has become increasingly popular as a people management strategy because it helps companies find, align, develop, engage, and keep their high-performing and potential employees more successfully. Despite the many challenges faced by businesses, they are not insurmountable. Ingenious HR directors may easily handle the duties of "game planning" (asking the right questions), "effectively preparing for success," "recruiting individuals using cutting-edge and innovative tactics," and "building a single, all-encompassing corporate IT platform to facilitate mobility."

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