Occupational mobility is a crucial issue for businesses. The world of work is constantly changing: the aspirations of employees are changing, the professions are diversifying and the needs for both companies and employees. Today, more than ever, at a time when well-being has become a priority, professional mobility must be synonymous with work development and allow for the best work and personal life. The management of this professional mobility is often complex for companies with a lack of centralization. The free Extendeez softwareensures the safety of employees on professional mobility.
What is professional mobility?
Get a promotion, integrate a new service into the company or change premises,be sent on a long or short mission,expatriate, be transferred, be transferred abroad, in short, there is not one, but professional mobility. Indeed, it can be done for different reasons and on several scales and concerns employees as well as consultants or self-employed, and involve, or not, geographical mobility.
Internal and external mobility
Internal mobility, as the name suggests, takes place within the same company or group. It can then be functional with a change, a change of position or an assignment in another department for example. Internal mobility can also be hierarchical mobility with promotion.
As for external mobility, it implies a change of business. There is also talk of external mobility in the context of a professional retraining, a change of industry or status (by becoming independent for example).
Geographical mobility means that there is a change of place of work, within the same company or not, in another city or a foreign country. It can be as much about external and internal mobility. This may include a maternity leave replacement, training in premises different from those in the workplace, several months of long assignments in different cities or countries, or an expatriation or impatriation.
The challenges of professional mobility
Mobile, the French are, and tend to be more and more so. According to an Ifop survey for Hopscotch conducted in March 2018,52% of respondents said at the time of the survey that they had “exercised at least three different occupations during (their) career”. In addition, over the past 5 years, 43% of the employees surveyed reported having experienced a period of professional mobility,regardless of whether it was internal, external and/or geographical. For 62% of them, this mobility had a positive impact. While people who have already experienced professional mobility are the most likely to repeat the experience, 40% of those surveyed said they would consider occupational mobility in the next two years.
More external and geographic mobility
Among those surveyed who had experienced professional mobility in the last 5 years, 16% of them were internally, a decrease of 4 points compared to the survey conducted the previous year (2017). On the other hand, external mobility – with a change of position in another company – is gaining ground (up 6 points) and then affects 12% of them. As for geographical mobility,which implies a change of locality, within or not within the same company, it concerns 15% of respondents compared to 12% in 2017.
If internal mobility tends to decline, external mobility and geographic mobility gain points. But then, what are the reasons why assets are more mobile?
More mobility for more professional and personal development
It would seem that professional ambitions are not what employees are primarily looking for through mobility. To the question “what are the motivations that have led you, could lead you to experience professional mobility? “59% of those surveyed who are willing to consider mobility say that salary is a source of motivation, the most important of all.
Moreover, mobility must above all rhyme with greater fulfilment and well-being. 48% of those surveyed would like to achieve a better balance between their professional and private lives through mobility. In third place is the need to change working environment for 47% of respondents.
This is followed by “the desire to work in a job that corresponds more closely to (one’s) aspirations” for 35%, “the desire to acquire new skills” for 32%, progressing up the hierarchy for 26%, “the desire to move to another region in France” for 25%, the desire to set up one’s own business or activity for 14% and, finally, going to live abroad for another 14%.
Making it easier to improve professional mobility
While the French want more mobility,65% think it is difficult to change companies, 75% to change jobs and 77% to industry. Nevertheless, while 45% of respondents believe that mobility is a risk, 35% see it as an opportunity to challenge themselves. For the remaining 20%, it is even considered a necessity, essential to be attractive in the labour market.
Expand skills, evolve hierarchically, adapt to other ways of working within the framework of a expatriation,take training abroad, carry out long missions as a consulting in companies located in all corners of the country or the world: by seeking more mobility, employees not only seek to make themselves more attractive but also seek more fulfillment at work.
Moreover, this mobility benefits both employees and the company, since more successful employees will no doubt be more motivated, more efficient and efficient employees. At the same time, by developing an employer brand that emphasizes the well-being of its employees, the company has strong arguments to retain and attract the best talent.
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Ifop survey for Hopscotch conducted in March 2018