Internal employee mobility refers to the establishment of internal talent mobility mechanism.

1. Establish an internal talent market. The internal talent market is an intermediary service organization located in the enterprise. Its main function is to provide information on the supply and demand of talents and provide related human resources services for the long-term development of enterprises. Managed by the Human Resources Department, the operation mode follows the market-oriented rules and has a set of operational business rules and processes. Enterprise internal talent market can make full use of the advantages of internal network, develop advanced, applicable and fully functional talent service system, and establish an intangible market to realize service function through computer network.

Aucma's "post-employment exchange meeting" is a typical example of the internal talent market. Many talented Aucma employees have taken up middle and senior leadership positions, including sales department managers. Unfortunately, most enterprises only pay attention to recruiting talents from the outside, and seldom pay attention to the way of employing talents from the inside. In fact, compared with external talent exchange meetings, internal talent market recruitment has many advantages, such as saving recruitment expenses, simplifying procedures, not delaying work progress, and stimulating employees' potential. It is a "win-win" approach for enterprises and employees.

2. Building a talent flow information chain In order to realize the rational flow of talents within the enterprise, it is necessary to build a complete talent flow information chain. The construction of the information chain of talent flow starts from the demand of talents in enterprises, and goes through the links of recruitment, assessment and salary until employees leave their jobs. The complete information chain of talent flow within an enterprise includes six links: post demand, resource planning, employee recruitment, performance appraisal, salary and benefits, and employee resignation. These six links comprehensively cover the current needs of human resource management and can effectively help enterprises integrate the company's human resource management.

The construction of talent flow information chain should be realized by human resource management system (HRMS). Human resource management system can dynamically track each employee and store all kinds of information related to employees in a centralized database, so as to manage employee information in a unified way. The human resources department can analyze this information and provide reference for the talent allocation within the enterprise.

3. Establishing internal job-hopping system is an important measure to break the internal talent flow barrier. Letting employees "jump ship" can not only greatly tap the potential of employees, but also stabilize the company's talents. In principle, Sony Corporation of Japan lets employees change jobs every two years, especially for energetic and self-motivated employees, instead of passively waiting for a job change, they actively give them opportunities to display their talents. In addition, Sony employees can see the "job advertisements" of various departments in the weekly internal tabloids. If they are interested, they are free to apply in secret, and their boss has no right to stop them. Sony employees find their favorite positions through the internal job-hopping system, and their enthusiasm is greatly improved; Sony, on the other hand, can find and promote talents in time and overcome the disadvantages of burying talents. Moreover, the personnel department can also find that some bosses frequently "outflow" their subordinates, so as to take timely countermeasures to remedy them.

The internal job-hopping system is not an accidental opportunity for a few talents to compete for posts, but an institutionalized form of internal mobility that is closely related to every employee. The internal job-hopping procedure should be as simple as possible, and the whole process should be kept confidential to employees. Employees can state the reasons for "job-hopping" without any worries, and if they are hired, they can jump to a new department or a new post. Even if you are not hired, you can choose other positions to continue applying.

4. Regular talent inventory has become an important part of human resource management in many enterprises. As an important resource, human resources need to be analyzed like other resources. Regular talent inventory is a survey of human resources in a specific period, and through performance management and ability evaluation, the overall performance, advantages and areas for improvement of employees are counted. Further, it is to explore and discover a group of potential employees with special talents, record and track their personal career development tendencies, and make clear their positions and development goals with reference to the survey results and evaluation results, make corresponding strategic plans for human resources, and dynamically manage employees.

In order to establish an internal talent flow mechanism, regular talent inventory is necessary. Through talent inventory, enterprise management can make clear the current situation of human resources allocation through data, better allocate human resources, and maximize the potential advantages of human resources. Secondly, talent inventory is also a summary and promotion of enterprise human resource management, which can be reviewed in development and developed in review to realize a virtuous circle of enterprise human resource management. Thirdly, talent inventory will also enable enterprises to find those employees who are not suitable for development and eliminate them from their posts in time.