Hire Within To Combat The Great Resignation

December 14, 2021

As employers look at how to fill positions as the Great Recession rages on, a simple solution could be to look internally and develop strategies for hiring within. However, it can be a struggle to find an existing team member with the right skill set for the vacant role, so employers need to double down on training and upskilling opportunities.

According to an article from HRDive, “In September, IBM’s Institute for Business Value published survey findings that 74% of employers believed their organizations were helping employees to learn skills needed to work in a new way, yet only 38% of employees agreed.”

It can be challenging for managers to identify potential candidates for advancement or lateral moves, but ongoing evaluation, communication about personal goals, and conversations with fellow managers can help employers not only retain employees but boost morale and fill roles more efficiently – after all, an existing employee is already familiar with the organization and will need less training and onboarding than a new employee.

While a glance at an employee’s scorecard on the Truvelop dashboard could indicate they are underperforming, they aren’t necessarily a replacement player. Production may be low and there could be indicators of low motivation, but with the right skills, they may have the potential in a different position.

Indeed shares the following benefits of upskilling:

  • Increased employee satisfaction and motivation
  • More morale in the workplace
  • Company growth because of a more productive workforce
  • Stronger employee loyalty and decreased turnover because employees feel invested in
  • Improved efficiency in the workplace
  • Increased ability to introduce new procedures and projects without losing workplace efficiency

Communication is an important first step in determining if the employee might thrive in a different role. Discuss with the team member their goals, ambitions, and openness to a different role in the organization. This feedback can help you identify other potential roles and fits in the organization. Review with your management peers or your supervisor the role(s) you have in mind based on their skill set and goals.

Once a potential alternative position is identified, discuss the opportunity with the team player. If they could be a good fit but need to develop skills to succeed in the role, develop a plan for how the employee can develop those skills.

If the team member buys into the opportunity to change roles, the next important step is to build a transition plan – with the team member. Clearly define the timeline for the transition both with your team and the employee’s new team. Allow plenty of time for the team member to ask questions, meet with his/her new manager and team members, and work with your team on a plan for ensuring tasks and deadlines aren’t missed in the transition.

A well-planned, well-communicated strategy for moving a team member into a new role can not only improve the transitioning employee’s motivation and engagement, but also build goodwill and foster a culture that humanizes the workplace experience, making employees feel valuable versus a number or cog in the wheel.

Contact us today to learn more about our modern approach to performance management and development that actually improves the manager and employee relationship. Don’t just take our word for it, see what our Customers have to say.