You can also access this resource, and many others, in Issue 365 of my Talent Edge Weekly newsletter.
With internal mobility (IM) being a key talent strategy, I’ve shared many resources on IM, from reducing talent hoarding and restrictive policies to using technology to enable internal movement. While many IM strategies focus on surfacing opportunities, matching people to roles, and making internal movement easier, other important aspects receive less attention, such as how we set employees up for success once they move into a new internal opportunity. A new Journal of Applied Psychology paper offers useful insights on this question. While the full paper requires journal access, one finding that stands out is that prior relationships with members of the team they are moving into can accelerate the transition and help set the employee up for success. For me, this is useful because organizations can influence it through how internal moves are structured. For example, if talent processes such as talent reviews and succession planning identify people for potential future roles, we can create early exposure through project work or cross-functional assignments with those teams. This can build relationships and credibility while giving the future team a view of the employee’s performance and capabilities. Internal mobility success is not just about matching people to opportunities, but setting them up for success once they get there. And that work can often begin before a full-time opportunity becomes available. If you’re conducting talent reviews, one question to ask is: How are we building early relationships and exposure into the talent actions that follow?
