The ‘war for talent’ is here to stay. Month after month, the number of vacancies rises and no fewer than 92% of highly educated professionals already have jobs. So, how do you make sure all open positions are efficiently filled? “By getting the most out of your in-house talent”, says Kim Van Walle, Corporate HR Business Partner at Tobania. “A win-win strategy for both Tobania and its more than 1000 Tobians.”
“It’s almost irresponsible not to take full advantage of internal mobility”, Kim continues. “The prospect of appealing career opportunities is what keeps a lot of employees going, so it’s only logical for companies to offer growth paths to their own talent. They in turn will feel more motivated, which leads to higher productivity and a happier workforce. Consultancy at Tobania makes it possible for employees to work on different projects, so they can develop their soft and hard skills in different environments. Our corporate structure, which contains several business units and divisions, also allows for an effective internal mobility strategy. At Tobania, we don’t want employees that are stuck in a dead-end street, so that’s why we focus more and more on internal mobility.
“To actively promote this all-options-on-the-table policy, we organise an annual internal job fair. The last one was in May 2019. Everybody had the chance to get to know the other business units within Tobania and see what projects they carry out. Especially the many juniors within Tobania.Support appreciated this opportunity. That way, those young talents can see whether their current positions might be stepping stones towards other challenges, such as business development or consultancy. After 1 or 2 years, juniors can aim for different functions and we will be right there to guide them. There are possibilities in other business units or new projects at the customer.”
“If someone takes an interest in a different business unit or position, they first have an orientation meeting. During that talk, we verify if their intrinsic motivation is a match. After that, we lay out a growth path. For example, we offer training courses covering diverse topics, from testing automation to project and change management to social skills. There are several seniors, committed Tobians, who cooperate in our internal career paths and give training to other Tobians. At this moment, our three-weeks junior class on testing has started – the ideal starting point to gain experience in this area. And obviously, we count on them to further enhance their newly gained skills through self-study and never stop learning.”
“At the moment, we are trying to outline different growth paths for our Tobians. Where do they see themselves in a couple of years and what does it take to get there? We fully realise that this is not an exact science, but we seek to improve chances of success by focussing on open communication, transparency and strong guidance. That benefits both sides: employees develop the skills to grow professionally, and we can place them in a wide range of projects. On top of that, they already know our company culture, which facilitates and shortens the onboarding process. In the long run, it generates great results for employee retention, reduces illness-related absence and keeps expertise in-house. The groundwork has been put in place but we can still work on more internal opportunities and growth for our Tobians. Therefore, we keep on challenging ourselves. New interesting projects, training programs and new business opportunities are the key.”“Internal mobility is a long-term investment in the most important asset of your company: your people.”
“To ensure continuous innovation and manage our accelerating growth, we also need external inflow. Career opportunities are also a key point during job interviews. Basically, it comes down to this: everyone with a can-do attitude is welcome at Tobania. To put our money where our mouth is, we let 5 Tobians speak for themselves: