For a company, mobility can be an asset and a liability at the same time. It is not easy to convince an employee that the right choice is to evolve inside the firm. Internal promotions and relocation programmes are at times intricate and vague.
How can HR managers transform mobility into an excellence feature for a firm, using it to attract and retain talents?
Clarify and improve your strategy of development of human capital
To become attractive and retain more talents, a company should prove that it has clear internal rules, focused on the development of human capital. For instance, today many banks implement career plans that are personalized or even fully specific to each and every employee. These plans include permanent training, frequent mobility between different jobs as well as an individual career counselor that helps the employee with his/her choices. International mobility is strongly recommended for several reasons. It is important to remark its positive consequences on the employee’s development.
Explain mobility and its advantages
In some cases, projects of international mobility are not warmly welcomed by employees because managers and HR do not explain them well. It is always decisive to properly explain to employees and candidates the advantages that mobility can give to their career path. The gain of experience is very important, as well as the improvement of the capacity to adapt to very different cultures. Retribution does not always compensate for mobility’s issues. Instead of just focusing on that, it is crucial to emphasize the gains on competencies.
Do not to forget individual characteristics
Mobility can bring advantages to everyone. Nevertheless, it is critical to never forget every employee’s personal characteristics, in order to craft the best development plan (always keeping in mind the firm’s needs). A questionnaire can be a very effective tool to improve the firm’s knowledge of employees. Moreover, it allows establishing a frequent exchange, formal or not, between HR and employees.