- Publicize the proficiencies you need For employees to imagine moving out of an existing occupation, it’s helpful to understand what talents are sought after in different fields. Disclose the technical and soft skills needed for the various positions within the organization on a company intranet or LMS available to staff. It’s also useful to make job clusters for roles and functions with related capabilities so that individuals can identify their transferrable talents.
- Promote people skills Some of the most readily exchangeable (and most essential) proficiencies are soft skills. In fact, studies have reported that 85% of career success comes from people skills. Delivering training solutions that empower workers to build cross-functional capacities in areas like communication, collaboration, and problem-solving will support them in almost any vocation.
- Offer rotational programs Providing personnel with first-hand knowledge of multiple areas of the business can unlock new ways of thinking about their future. Try offering short-term assignments in different roles or a day of job shadowing to expand new horizons. Even if employees decide to grow in their current field, these encounters can help them see connections between various departments and improve their business savvy.
- Develop a project marketplace While HR teams typically have a space to post open positions, it can also be useful to create a location where teams may share cross-functional projects where they may need assistance or workplace committees that require additional members. Through these placements, workers can take advantage of opportunities for ongoing learning and growth that are of interest to them.
- Design internal mentorship programs Pair up staff who have experience in various fields and roles. By having the workforce engage with colleagues at distinct stages of their careers, employees can learn about one another, hear about their coworkers’ occupational experiences, and support each other through meaningful connections that may open up doorways to alternative careers.
- Host departmental learning sessions Many of the ideas I’ve shared so far take some time to implement and could require a larger commitment on behalf of the employees. A simple way to expand horizons and help people envision themselves in different fields is to ask leaders and executives to host learning sessions about their team, the capabilities needed to be successful in the function, and the future of the department.
- Create development funds In addition to internal programming, be mindful to give personnel opportunities to participate in educational programs and offerings outside of the company. Promote networking events and provide funds to staff so they may take an active role in building new, relevant capacities to boost their development and delve into functions that intrigue them.
- Nurture an asset-based perspective Embracing a strengths-based approach to work will make it easier for leaders and supervisors to welcome individuals who may have distinct backgrounds. While managers need to be mindful of skills gaps to close, an asset-based focus will allow supervisors to be more open to embracing cross-functional capabilities and seeing the value in diverse perspectives. Tools like Emergenetics can help everyone adopt an inclusive mentality.
- Cultivate a learning environment A learning culture can advance non-linear pathways because it inspires employers to recognize that any job requires consistent growth. By understanding that people and functions are constantly evolving, it becomes easier to invite passionate, talented individuals into a team, while committing to teaching them whatever capacities they’re missing.
- Celebrate internal mobility Find ways to champion internal transitions. Setting targets around advancement – in both linear and non-linear ways – can help leaders across the organization feel more comfortable about encouraging others to explore new career paths within the business. It’s also helpful to introduce practices to publicize internal job postings and limit barriers to applying.
- Prioritize company retention over team retention It’s understandable if managers are concerned about losing high-performing employees. However, it is much more challenging to have great team members leave the entity than it is to have them leave a department. Advancing a corporation-first approach and providing tools to ease the transition will enhance professional mobility.