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Decoding #3 – Internal mobility: pitfalls to avoid

Discover “Decoding”, a mini-series of articles on skills management and the common pitfalls associated with implementing some key HR processes such as: the creation of a jobs and skills repository, the strategic workforce planning (a legal obligation in France known as GPEC), the internal mobility and the skills development plan.
– With the testimonial from Jocelyn Martin, HR consultant, ex-HR Director of Stago.



Today, it is clear that in order to stay competitive, organizations must be able to identify the skills they have, those they need to develop, but also the skills they lack and need to acquire to improve their performance tomorrow.


In other words, implementing and conducting a skills management policy has become a real strategic tool for organizations.

While numerous companies and public organizations have initiated steps in this direction, many of them have found out that the HR processes on which they rely prove to be undersized or unsuited to the constant changes in jobs and skills.

In order to understand how to optimize these processes, we continue this mini-series with a very popular HR topic: internal mobility. What are the pitfalls frequently encountered by organizations in their internal mobility implementation and how can these pitfalls be avoided?



1. What is internal mobility?


Internal mobility corresponds to the change of position or function of an employee within an organization. It is a strategic tool for skills management because it helps develop people’s employability, it encourages their motivation and loyalty, and it promotes synergies within the company.



2. What are the pitfalls frequently encountered in the implementation of internal mobility?


The main pitfall in the implementation of internal mobility within organizations is that :


→ It confines itself to the implementation of centralized job boards.


Unfortunately, from a skills management perspective, these tools are insufficient as:


  • They do not allow HR teams to proactively target specific employees according to internal opportunities.


  • They do not give employees sufficient visibility regarding the opportunities available to them:


Many employees are not aware of the extent of the opportunities that exist within their organization. They don’t apply for internal opportunities because they often feel they do not have the right skills or do not fit the required profile.

« You have to go out and get them, especially employees with potential, and that's not being done today. »

Jocelyn Martin, HR consultant, ex-HR Director of Stago.

3. How to avoid these pitfalls?


The main key to optimizing internal mobility and making it work effectively is to use a dynamic career coaching tool. What is the added value of this type of tool compared to traditional job boards?


Making internal mobility a process of co-creation of value for employees and organizations:


On the one hand by helping employees take control of their career, and on the other hand by the organization taking advantage of the full extent of all internal skills.


 Making key data easily accessible to the people in charge of skills management:


Both in regards to the skills held by employees and also their professional aspirations.


 Being able to create real opportunities by enabling HR teams to target the most relevant profiles for projects and opportunities available within organizations:


A real time-saver and relevance-booster to meet the staffing needs for transversal projects and teams, and also to assist employees in building their career paths.



When it comes to skills management projects, digital solutions and AI are powerful allies for organizations. It is for this reason that Boostrs has created an ecosystem of solutions that support you in implementing key HR processes.


Discover Boostrs' Map & Match APIs

Illustration credits: https://www.istockphoto.com/fr/portfolio/katflare