Metric Two: Internal Fluidity

Internal Fluidity is also easy to calculate using data that you likely already have access to. Think of your internal labor as currency, the way that the stock market may think about a stock. The amount of trading of a stock in proportion to the overall number of shares is interesting to investors since it can tell you how much trading is really occurring within the market. The same idea applies to your employee base. You can literally measure how frequently your staff changes positions.

Value. The metric will examine how frequently employees move within the organization. This can help inform management on what growth is happening in the employee population and possibly on employee perceptions.

Audience. VP of Human Resources. This can be used as a management tool to assess the health of the Internal Mobility Program and what interventions may be needed. Key questions that the executive may ask are:

Is this number too high or too low compared to total hires?
Are our career pathing tools effective?
Should fluidity be higher? Is the voluntary turnover rate showing talent leaving for lack of opportunity?
If fluidity is too high: What intellectual capital leaves when an employee moves, and what systems can be put into place to retain their knowledge?
If fluidity remains at its current level, what strategy should we adopt to grow employees and minimize voluntary turnover because of a lack of growth opportunities?

Data Elements. In order to calculate employee ...

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