Right Person. Wrong Job.

When an employee is hired for a specific role, there are times when either the role wasn’t what the employee anticipated, or the manager later realizes that the employee’s skills are better suited in a different open opportunity within the organization.

Good managers can typically tell in the first few weeks if an employee is a good fit for their role. Moreover, as an employee spends more time in the role, the company’s needs for that role may change, leaving the employee open to take on new or more fitting responsibilities within the organization. The employee’s manager should also be able to call this out.

But employees can move positions for reasons other than they weren’t a good fit. Here are some of the most common reasons:

  • The direction of a project or the entire organization may have changed.
  • Department or organization restructure.
  • Employee promotion
  • Shift in availability

If an employee isn’t well suited for a role, it is better to find this out sooner than later. Once realized, it is appropriate to have an honest conversation with the employee to find out what they want in the current role, and if there is anywhere else in the organization they would feel is a good fit. The transition doesn’t need to be awkward or uncomfortable for either party. Recognizing the employee’s strengths would be better utilized in a different area of the business is actually a good thing.

Once the employee’s transfer plan is finalized, the employer can take the following steps to ensure the execution of the employee’s transition is smooth.

  • Assign a mentor in the new team to aid the employee in getting settled in their new role and learning the ropes and responsibilities. Transitioning a long-term employee to a new role should shorten this process as they should already be familiar with company and industry terminology and the primary technology platforms used in the business.
  • Ensure the employee’s career development plan is adjusted to meet their new goals. This plan should also include details around their new responsibilities, as these will weigh heavily on the next steps for the employee’s path at the organization.
  • Both existing department employees and those that have transferred in from a different role require and deserve honest and frequent feedback in an open communication setting. While feedback is beneficial for all employees, internal transfers may be feeling vulnerable and unsure of themselves while they are attempting to adjust to their new role. Take the time to meet with them in an informal, face-to-face setting where you can openly discuss any questions, frustrations, concerns, or share suggestions.

Managers who are able to identify an employee’s incorrect placement within the organization and successfully execute an internal transfer are giving employees the chance at growth. Not only has someone in a leadership role taken notice of the employee’s strengths, but they worked to get them placed in a department and role that is better served by their contributions and skill set. The manager has set their employee up for success by helping to execute a smooth transition into the new role.

What does your handbook say about internal transfers? Not sure how to begin? Let Insured Solutions help! Contact us to learn more.

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