Internal movements – Dos and Don’ts for employees
Employees should see internal movements as a means to grow and not merely experiment
Source | www.hrkatha.com | Moumita Bhattacharjee
Internal hiring saw a spike in the last one year. Lockdowns ensured that businesses struggled to keep their revenues intact, which led to drastic reduction of external recruitment. However, internal movements continued. In fact, a LinkedIn report claims it has been 20 per cent higher in 2020 as compared to the previous year. Organisations opt for it as they ensure retention apart from getting recruits who are already well-versed with the goings-on of the system. It is also cost-effective as a lot of onboarding exercises can be avoided. In the case of the employees, they just have to get acquainted with a new role and related demands, while everything else stays the same. It saves them the time and the pain of finding a suitable alternative elsewhere.
Motive
However, it’s easier said than done. For internal movements, it is imperative to have the right motive. Employees should not see them as a means to experiment rather than as opportunities to grow. Therefore, there are certain unsaid rules that need to be taken care of when an individual is applying for an internal job posting. Human resources experts insist that intentions matter more than the role, and also, career development.
Sudheesh Venkatesh, chief people officer, Azim Premji Foundation
Typically, internal movements happen for development roles or sometimes for a regular job. Both the categories will have different obligations for the individual. Rajeev Singh, CHRO, ATG Tires, Yokohoma, feels it has to be done in two ways. “The Company also has a responsibility to provide help and support to an individual, such as transition support, mentorship and so on. This is if they are going for a regular job. On the other hand, organisations create roles to help individuals develop to the next level. In such cases, it could be a shadow or a temporary role. The company sends people overseas as a part of a development plan.” But he warns that it shouldn’t be taken for granted. “These are opportunities people should leverage to develop themselves to be better and be serious about it. When they return, they should apply their learnings to their workspace. They shouldn’t create any self-constraint or assumptions and not avail the opportunity,” Singh adds.
