When you promise mobility as an employee value proposition in the existing workforce, or as part of the recruiting strategy, unintended consequences can occur:
- Everyone has a different notion about the speed at which movement will happen.
- You may set up a false expectation about how quickly people will advance through the pipeline.
- There are not enough VP spots for the people who want them and feel deserving of them.
- Set yourself up for a lack of continuity and potential negative impact on the business if people move in and out too quickly.
- There may be only selected business areas in which movement is possible (such as organic growth or new markets), but not every job pipeline will support movement.
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Lateral movement is not typically welcomed:
- Mobility must connect with pay practices.
- You have to create the mindset that demonstrates how mobility will fuel business growth and provide robust pipelines as needed.