The 7 Deadly Sins of the HRD: Sin #4, put all your eggs in one basket

November 7, 2019

Recruitment is not the only means of mobility

The environment, its economic and financial situation, its need for agility, the evolution of technologies forces the company to adapt ever more quickly and to constantly rethink its organizational mode. To do this, HRDs need to anticipate and react quickly, they are the most concerned and challenged by change.

Faced with this, the first reflex is to look outside the company for the skills and resources that you do not necessarily have. In reality, in the majority of cases, potential internal talents able to evolve within the organization have not been identified. To remedy this, the company must define a talent management strategy and equip itself with tools for skills management and succession & career management.

On the employee’s side, external mobility is either due to a constraint or an opportunity. In the second case, HRDs must be creative in identifying them using high-performance tools and attractiveness. External mobility is of a longer duration and has a significant cost for companies.

In the case of internal mobility, it is intended to be transversal or geographical. Even if it seems simpler and represents a lower risk for HR managers than external recruitment, it is not always sufficiently solicited and promoted within the company.

This is a very damaging reality because the skill levels of each employee have already been assessed, the degree of involvement is a priori known and adherence to the company’s culture in general acquired. The integration cycle is therefore considerably reduced and the chances of success on the job are increased.

This is what constitutes the limits of the collaborative mode between operational management teams and HR managers. The latter often have difficulty in gaining visibility into the aspirations of employees. The latter can express their expectations during the various individual performance or professional interviews, but they are not always shared with human resources, especially when the process is not digitalized.

Finally, some managers can use talent retention to prevent mobility so that they do not separate from an essential element of the team to achieve objectives.