How to measure the candidate's aptitude for geographical mobility?
- Lauren Pinel
Geographical mobility, whether desired, proposed or imposed, is a real period of transition in the life of an individual and his/her family. You must therefore be able to assess the candidate's aptitude for professional mobility.
Being able to manage this imbalance does not depend solely on the will of the candidate. Nor does it depend on their motivation to join the company or their professional commitment.
In your discussions with candidates, you will probably get some indication of how they will cope with the stress of job mobility. Are there any socio-demographic blocking factors? What resources do they have to cope with them? For example, risk sensitivity, degree of professional awareness. What are the advantages and disadvantages of each of these resources?
In addition to the socio-demographic factors that may hinder or facilitate mobility, four other dimensions can be integrated into your analysis.
Three of these involve personality traits that will have a direct influence on the moving experience:
- Risk sensitivity
- Propensity to act,
- Organisational skills
- Perception of mobility (especially more specific)
These categories complete the first indices. Thus, thanks to these dimensions, you will be able to measure the candidate's aptitude for geographical mobility.
The candidate's aptitude for geographical mobility
♦ Perception of mobility
During your discussions, the objective is to understand the reactions of a candidate faced with the stressful event of moving. It is a question of evaluating the implicit perception that they have of the value of moving. This analysis should provide an initial view of their relationship to mobility and their degree of spontaneous support. Indeed, depending on his previous experiences, an individual will be more or less inclined to experience a mobility phase positively. The candidate's aptitude for mobility depends largely on the perception of mobility.
There is never a "perfect profile" but as a recruiter it can be important to know whether or not the candidate has a positive assessment of the concept of moving.
A positive perception could indicate a positive attitude towards mobility. The candidate may also feel a strong attraction for change. Also, he/she may aspire to experience new things while never having experienced mobility. At the extreme, a candidate who is extremely active on this topic could also indicate a desire for change at all costs.
♦ Risk sensitivity
Generally speaking, any change is perceived at first sight as a risk. It is the famous : "I know what I am losing, not what I am gaining".. We all react to risk in different ways. Each candidate perceives the pressures of everyday life in a different emotional way. They therefore have their own capacity to adapt. Where some people see mobility as an opportunity, others dwell on the negative elements. Beware, no profile is good or bad in itself. It should be put into perspective with the results of the whole interview:
High sensitivity to risk
It can be an obstacle to adaptation if it immobilises the individual. It then becomes disabling because it is a synonym for distress. On the other hand, an anxious state can also be a new challenge if it generates a potential for motivation for the individual.
Low risk sensitivity
Means as much a serene mind capable of finding adequate solutions by controlling its emotions as an inconsistent, hasty, even "hotheaded" temperament.
In the context of geographical mobility, people with low risk sensitivity demonstrate their ability to adapt where others dwell on the difficulties of the situation.
♦ Propensity to act
The assessment of the candidate's readiness to act measures his/her ability to implement effective strategies. In particular, to cope with the stress of change. In other words, their ability to implement strategies that are action-oriented rather than emotionally driven.
A Strong Propensity for Action
This can be an obstacle to adapting to stress if it is mobilised in contexts where it is an impossible response. It can also be disabling because it is synonymous with failure unless the context offers a high degree of freedom of action and autonomy to the future employee.
Low propensity for action
It can reveal a lack of self-confidence or even a passive temperament. It conveys the image of someone who has difficulty initiating action but also a mindset that is adapted to change through the knowledge of its limitations.
♦ Organisational skills
The objective is to measure the candidate's ability to base his or her professional strategy on his or her awareness and personal effort. This ability reflects his or her capacity to invest effectively and rigorously in the case of a life change.
High conscientiousness can be an obstacle to adaptation because it reveals a rigid, even compulsive personality. On the other hand, it can also reveal a personality with the resources to carry the objectives of the company it integrates.
A low conscientiousness refers as much to a procrastinating and unreliable temperament as to a flexible and creative personality.
These profiles with an aptitude for organisation have the flexibility to find the right balance between distance and spontaneity. They are organised and persistent by nature and are reliable because they have a sense of duty adapted to the situations they encounter. These people are viewed positively by those around them. They are recognised as being hard-working and have a good propensity to prioritise actions. Moreover, they easily endorse the objectives of their company. Finally, they are often able to identify the different options available and make decisions efficiently. Competent, ethical, conventional yet flexible, they generally have the resources to deal with stressful situations.
In the context of professional and geographical mobility, people with tempered organisational skills generally base their professional strategy on personal effort and surpassing themselves. They therefore have a high potential for adaptation. This is the case when they move to a new region and integrate into their new position. Nevertheless, their attachment to their team and their working environment could mean that they spontaneously favour internal social climbing rather than geographical mobility.
Do you want to know more about the suitability of candidates for mobility?
Switch Up's advice on measuring candidates' suitability for mobility
During your discussions with candidates, it is important to talk about the position and its location. In the same way that you will allow the employee to imagine his or her potential future position, it is important that he or she be able to imagine his or her future place of living. As much as you will be able to talk about the position, it is sometimes difficult to talk about the geographical area that you do not necessarily know. During the recruitment process, it is interesting to offer the candidate an interview with a Switch Up Ambassador in order to discuss the future location. The objectives are multiple:
- remove potential barriers to mobility
- enable him to project himself into his new life
- reassure them through support
An exchange with an ambassador of the candidate's choice increases the candidate's involvement during the recruitment process and during the integration period. This possibility also allows the personal parameters of the candidate to be taken into account while respecting his or her privacy. This way, you can measure the candidate's aptitude for mobility!
By calling on Switch Up, the company offers personalised support for setting up. For example, the search for accommodation, the administrative procedures, the organisation of childcare, etc. Finally, the employee can be integrated into his or her new living and working environment through a local network of Ambassadors. The new employee can thus devote himself or herself fully to taking up the position.
