Unlocking Talent Potential: The Role of Internal Mobility in Modern Organizations

Successful executives recognize that when valued employees can grow within their workplaces, develop new skills or move into new roles, this helps strengthen and future-proof organizations. In fact, research shows that “internal mobility” — or the ability to move into a new role within the same workplace — was up 6% year-over-year in 2024. 

The beauty of internal mobility is that it helps organizations strategically allocate skills where they are needed most while also satisfying employees’ desires for career development. But until now, there hasn’t been a playbook for internal mobility.

Ideally, leaders in general HR, talent acquisition, talent development, talent management and the C-suite should all work together on a meaningful and effective internal mobility program. With that in mind, here are the seven key steps to optimizing or creating an internal mobility strategy at your organization.

1. Assess the Current State of Internal Mobility

Start by evaluating where your organization stands. Conducting an internal audit can help identify existing strengths, weaknesses, and opportunities. As part of this, you can survey key stakeholders in practice areas including general HR, talent acquisition and recruitment, talent development, talent management, and the C-suite. 

Key questions to ask include:

• Has leadership discussed internal mobility in the past six months?
• Are there initiatives in place to build skills or create pathways for employees seeking a role change?
• What success metrics are currently used to measure internal mobility?
• Are there tools and technologies supporting this process?
• Do employees have visibility into internal opportunities?

2. Align Goals and Prioritize Actions

Once the current state of internal mobility is assessed, the next step is to set clear and actionable goals. Begin by defining what success looks like for internal mobility within the organization. Establishing key performance indicators (KPIs) and measurable outcomes will provide a clear roadmap for tracking progress.

1. Listen. First, set up listening sessions or surveys to gather insights, address concerns, and ensure buy-in across practice areas. 
2. Prioritize. Prioritize initiatives based on business needs, talent gaps, and employee feedback. Determine which roles have the most pressing internal mobility needs and where skill-building programs can make the biggest impact. 
3. Communicate. Employees should understand the opportunities available to them and their pathways for career advancement. 

3. Decide: “Build or Buy” When It Comes to Talent?

Organizations must decide whether they will develop skills internally or hire externally to fill skill gaps. This “build or buy” decision is a critical component of an effective internal mobility strategy. This choice depends on several factors, including the organization’s strategic goals, the urgency of the skills needed, and the availability of development resources.

Keep in mind that an over-reliance on “buying”, i.e., external hiring, can lead to increased recruitment costs and longer onboarding times. A balanced approach ensures organizations remain agile and competitive.

4. Fostering Collaboration Between HR and Other Teams

To build an effective internal mobility framework, general HR must collaborate closely with business leaders, talent management, talent development, and talent acquisition. The first step is aligning the skills needed to achieve the organization’s business strategy. 

Once the key skills and talent gaps are identified, talent development and talent management leaders step in to provide employees with upskilling opportunities and career pathways. HR and talent acquisition leaders then integrate internal candidates into the hiring process alongside external candidates.

By fostering this collaboration across teams, organizations can create a seamless and supportive environment for internal mobility.

5. Leverage the Right Tools and Technologies

Evaluate current tools and identify gaps in workforce planning, skill development, and talent movement. Many organizations have a fragmented set of standalone tools. Consolidating and centralizing these can improve efficiency and impact.

6. Foster a Culture of Advancement

Even with the right processes and tools in place, internal mobility will only succeed if the company culture supports it. Leaders must:

• Shift from being “talent hoarders” to “talent exporters.”
• Provide employees with transparency into career pathways.
• Integrate internal mobility into performance evaluations and recognition programs.

7. Make a Plan to Sustain Your Internal Mobility Efforts

Long-term success requires continuous effort. Regular internal mobility meetings — perhaps even an internal mobility committee — can help ensure ongoing alignment between these efforts, HR strategies, and evolving business needs.

Organizations that prioritize internal mobility stand to benefit from a more agile, engaged, and future-ready workforce. The opportunity is already within. Now leaders have the steps to unlock it.

Deanna Grady is an accomplished leader in the public sector, serving as Director and Head of Government Sales for North America at LinkedIn Talent Solutions. With over 20 years of sales experience, including 19 years in SaaS leadership, Deanna has dedicated her career to helping federal, state, and local government agencies meet mission-critical objectives. Her expertise in developing strategies for bridging hiring and skills gaps has driven year-over-year growth, enabling government agencies to address workforce challenges and achieve their goals through LinkedIn’s innovative hiring and learning solutions.