Building better businesses, from the inside out
Lindsay Russell
“We don’t have anyone internally who can fill this role.”
If you’ve worked in recruitment or HR, you’ve probably heard that line before. For years, it usually meant one thing: it’s time to look outside.
But things are changing; and drastically.
A shift in mindset
For years, internal mobility was seen as a junior-level function: screen high-volume internal applications, run a simple process, move bums from one seat to the next and the cycle continues. Today, forward-thinking CEO’s and HR leaders view it as a strategic priority. Companies are building dedicated internal mobility teams, technology and policies that align to business goals.
At the core of this shift is a commitment to developing and retaining homegrown talent – not just because it feels right, but because it makes strong commercial sense. As an embedded RPO, we share this vision. We partner with our clients to design and deliver internal mobility strategies that ensure current employees are considered first for new opportunities. Our client’s sure take this seriously – and so do we.
Looking ahead: Skills over roles
The future of hiring isn’t about job titles; it’s about skills. AI is already transforming how we match people to roles – not just by simplifying processes, but by uncovering skills that may not appear on a CV. It highlights who is ready for a move today and who could succeed tomorrow with targeted learning and development. In an environment where leaders are tasked with growing revenue without expanding headcount, internal mobility supported by AI-driven skills-based assessments becomes essential. By linking talent acquisition with learning and development, organisations can create gig roles, rotations, and short-term projects that build capability while meeting business demand.
The sticking points
So why doesn’t every company embrace internal mobility? Why isn’t internal mobility embraced everywhere? A few common blockers stand in the way:
Rigid role design - Jobs are often written for a “perfect fit,” leaving little room to flex. We frequently ask hiring managers, “Where can you be flexible?”. But the response is often, “We can’t. We need someone who can hit the ground running.” That sounds good in theory, but is it realistic? How often do we spend 8 – 18 months searching externally for a rare skill, when someone internal could have been up to speed, and more loyal, in half the time?
Talent hoarding - Leaders sometimes hold back their strongest people to protect their teams. It’s understandable, but it stunts growth for both the employee and the wider business. Losing a star performer is tough, but the long-term benefit to the business outweighs short-term pain.
Lack of visibility - Without clear pathways, policies, and support from HR and leaders, internal opportunities stay hidden. Employees lose sight of how they can grow, and the organisation misses out on untapped potential.
Data tracking - Many businesses still focus narrowly on time-to-hire or cost-per-hire, while overlooking deeper insights such as internal versus external application ratios, interview-to-offer conversion for internal candidates, or re-application feedback loops.
Rethinking what’s possible
The good news? Some companies are breaking that mould.
Take Meta’s “Bounce” programme for example, which allows employees to step into temporary roles during colleagues’ maternity / parental leave, secondments, or career breaks. It’s a simple yet powerful example of how rethinking mobility can build agility and resilience.
And the results back it up:
45% increase in employee retention
Stronger leadership pipelines
Higher employee engagement
Internal hires are 61% more likely to succeed
At the executive level, internal promotions succeed 65% of the time versus 53% for external hires
And the Financial Services Skills Commission also found that it’s 2.5x more expensive to hire a new employee than reskill a current one.
In the end, internal mobility isn’t just a people strategy; it’s a business strategy. By embracing skills-based hiring, flexible role design, and transparent career pathways, organisations can better utilise the potential within, strengthen retention, and build a more resilient future workforce.
And we’re proud to be part of driving this movement forward.