There is no single type of internal mobility. Horizontal, vertical, geographical, suffered, voluntary... The theme of mobility is rich and can be seen as a multiple entry table. There is not just one mobility policy to be put in place, but different policies to be implemented depending on the company, the context and the issue at stake.
There are different types of internal mobility, depending on the path taken by the employee from one position to another.
You should therefore consider what kind of mobility you want to encourage, but also how much emphasis you should give to your internal mobility policy. These decisions may vary, among other things, according to the size and structure of your company and its strategic objectives.
There are several types of mobility, and the challenges and support arrangements are not the same for each of them.
The types of mobility we will see may, in addition, overlap with each other, which makes their implementation and support even more complex.
Transversal or horizontal mobility is characterised by a change of job at the same hierarchical level.
For example, an employee moves from a position as Human Resources Manager in one group entity to an identical position as Human Resources Manager in another group company. Another example: an employee moves from a Communication Manager position to a Marketing Manager position. This employee is still a manager (same hierarchical level), but in a different position.
This is a promotion. It can be within the own team or in another part of the company. It may be accompanied by a salary increase.
For example, an HR manager can become an HR director.
If a legal manager becomes HR director, the mobility is both horizontal (from lawyer to HR) and vertical (from manager to director).
An employee may wish to move closer to a company location. They may wish to move to another city or country to gain international experience. This may be at a job level equivalent to the position they are currently in, but also as part of a promotion.
Mobility can be voluntary or made compulsory by the employer.
When forced, it can take place:
in the context of a reorganisation (redundancy plan, transfer of activity, etc.). Indeed, the company may decide to rationalise its organisation and bring teams together, but also to eliminate positions
When mobility is desired, it can take place:
within the framework of a senior executive/high-potential career path: the aim of mobility is to develop the skills and knowledge of the company of the employee detected as high potential. All of this is done in order to enable them to occupy strategic positions in their company. It is practised in many large CAC 40 companies. It is then desired by the high potential employee, but also strongly encouraged by his/her management;
in the context of an independent approach by the employee: the employee can apply internally for open positions, or inform his or her manager and HR of his or her desire to move on.
Voluntary mobility is of course much easier to implement. On the whole it is very well received by the employees who benefit from it.
We have just seen that the nature of mobility can be different. The same applies to the dynamic that one wishes to give to one's company's internal mobility policy, depending on its strategy and fundamental issues. In the context of the application of the mobility clause in the employee's contract. If such a clause is present, and the employee has therefore accepted it at the time of recruitment, the employer has the right to ask him/her to comply with a geographical mobility within the perimeter defined by this clause. Refusal to do so may result in dismissal. Without a mobility clause, however, geographical mobility cannot be imposed.
Labour lending is a temporary solution whereby a company can make some of its employees available to another company in need.
The loan of an employee is free of charge. The host company will only pay for the wages, social security contributions and professional expenses.
The loan of labour requires the prior agreement of the employee and the drawing up of a loan agreement.
MobiliWork allows companies to make available their under-occupied employees or on the other hand, to borrow staff if you need them. Putting forward values of trust, flexibility and simplicity, companies can share their skills, and facilitate mobility between companies, thanks to MobiliWork.