For example, a company hires someone trained to work in marketing. The movement could be vertical, as in a promotion, or lateral, where you move within the same job level. Internal mobility is moving jobs within the same organization. Given the growing importance of internal mobility and skill adjacencies, let’s take a deep dive into these concepts. If you aspire to move to a new and more exciting role within the organization, then it’s important to develop those adjacent skills.
For example, you might be in human resources but have a talent for public relations. These related skills are called adjacent skills. There are certain skills that are related to a worker’s existing skill set, even if they don’t seem obvious at first.
More so at a time when businesses are still feeling the effects of disruptions caused by Covid-19.Ĭlosely tied to internal mobility is another workplace concept that is fast gaining traction – skill adjacencies. For employers and HR leaders who are finding it increasingly difficult to find talented people to hire, reskilling/upskilling their existing workforce makes a lot of sense. This helps them move across departments and functions, prepares them for any changes in the way their current jobs might be done in the future, and satisfies their aspirations for career growth and new experiences. Its foundation lies in teaching employees new skills (reskilling) or facilitating and improving their existing skills (upskilling). Internal mobility is the movement of employees across roles within an organization. How do both sides navigate this tricky period of transition? With internal mobility. At the same time, organizations are finding out that their skill requirements are rapidly evolving, even as they struggle to find the talent to fill open positions. They are constantly looking to expand their skill sets and explore new professional interests. A large section of workers are no longer satisfied with doing the same job for the rest of their lives.
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