Creating Employee Engagement and Retention Through Internal Mobility

If you’re sitting there chatting with nine of your colleagues, are you one of the seven “actively disengaged”?

That’s fancy Gallup survey results talk for “I friggin’ hate my job.”

According to Gallup’s Majority of American Workers Not Engaged in Their Jobs:

“71% of American workers are “not engaged” or “actively disengaged” in their work, meaning they are emotionally disconnected from their workplaces and are less likely to be productive.”

More disconcerting are those with at least some college were more “unhappy” than those who only had high school diplomas, because many jobs today are much more complex than ever and require more education and a diverse skill set as well as soft “communication” skills and the ability to adapt quickly and efficiently to ever-evolving business models.

And the more “unhappy,” the less likely they’ll sing their employer’s praises and share the jobs that need to be filled.

But what if for some of you unhappy seven, it was because you felt stagnant and lost with nowhere to go internally?

Maybe you’ve heard your managers or HR or all the bigwigs themselves tout how you’re all one big happy camper community working together to build a better business and a better world.

You just threw up in your mouth a little, didn’t you?

The reality is that there are more motivated “communities” than others in any business entity. But if you could more readily see lateral, ladder and lattice career moves internally, maybe you and the others wouldn’t jump ship, or sink it?

Maybe. I mean, if you knew of:

  • Lateral moves – when you’re unhappy with your current position and need a change of scenery without leaving all together.
  • Ladder moves – the traditional career climb to the next best thing internally if and when you qualify and/or are promoted.
  • Lattice moves – the progressive moves that take you to new cross-trained realms within your organization.

Here’s what I recommend: start pushing your employer for empowered employment from the inside out. Tell them you want more responsibility managing your internal profile (you’ve already got the external online profile covered) and you want to be aware of other opportunities throughout the organization as well as the recommended paths on how to get there – not to mention the other colleagues and mentors who can help get you there.

If these employee engagement recommendations became realities, it could make for a true talent community inside your organization that then extends the positive employment brand outside.

And that could mean business growth and more job opportunities for you and all nine of those chatty friends.

Originally published on the Glassdoor Blog by Kevin W. Grossman

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Link to original postOriginally published on MonsterThinking

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