Today’s workforce has internal career mobility on the mind, but are there myths mixed in with truths? An exploration of what this means and its implications on workforce planning strategies.
We have all read the same stories – more than ever, today’s workforce has mobility on the mind. Not just the desire to work remotely or on a hybrid schedule, but also career mobility; the ability to port their existing skillset into a new career or line of work. Exit survey research cites that a lack of career mobility is one of the top reasons why employees leave their jobs. Per a 2021 Pew Research Center report, it was tied with low pay as the main reason at 63%.[1] Another study found that 57% of employees felt it would be easier to find a new job outside their company than within.[2] On the surface, it looks like companies need to act quickly to keep their talent – or do they?
Through research, inquisition and exploration, we’ve concluded that internal job mobility programs:
- Is driven by self-motivated employees.
- May be about job variety instead.
- Have positive and negative effects.
- Focus mainly on early career employees.
- Have operational and cultural prerequisites.
- Are ultimately dependent on people and business strategy.
Let’s explore how we arrived here.
[1] Majority of workers who quit a job in 2021 cite low pay, no opportunities for advancement, feeling disrespected, March 2022, Pew Research Center, K. Parker, J. Horowitz
[2] Deloitte Insights, 2019, Leading the social Enterprise: Reinvent with a human focus
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