Vertical mobility: interim management responds to your problems

Vertical mobility is inevitable within any company, and is often accompanied by certain recruitment issues. Faced with these limitations, interim management is an ideal alternative.

 

Vertical mobility: definition

Vertical mobility is a form of internal professional mobility, which refers to the movement of an employee at different levels of the same organisational structure, or from one organisation to another, to a different workplace. It can be a vertical upward mobility (when the employee receives a promotion), or downward mobility (when the employee moves to a lower level).

A distinction is made between vertical and horizontal mobility (or transverse mobility). The latter refers to a change of position at the same hierarchical level, but within a different department, or with distinct missions.

Social mobility is also used to describe the movement of employees between different positions within the social hierarchy (as opposed to social immobility).

Vertical internal mobility can be the result of hierarchical changes (in the case of upward mobility), but it can also be linked to a demotion, or to a downgrade (in the case of downward mobility).

Vertical mobility can also be linked to a career change: for example, in the case of an employee who decides to create his own company (he then moves from a subordinate to that of a company director), or in the case of an executive who decides to start a retraining, and who must then start this new professional trajectory as an apprentice. In these two examples, there is a real change in socio-professional category.

 

What are the issues related to vertical mobility?

The change of social category Employee growth is a prerequisite for the growth of any company: it is what allows professional growth and skills development. It is also an essential driver of motivation and commitment that provides professional prospects to employees.

However, any vertical mobility inevitably involves certain recruitment issues. The promotion of an executive, a manager, an executive or an operational director can be a real challenge in internal recruitment.

These key functions, once vacant, are often difficult to replace. This change in social position then involves often long and costly recruitment procedures. The company’s problem is twofold: finding a suitable candidate, but also finding a way to fill the position of the absent employee while the recruitment is finalized. This period can easily last for several months, and the consequences can be very detrimental to the organization.

 

How can interim management respond to your vertical mobility issues?

Interim management is an ideal response to human resources management issues related to structural mobility.

The interim manager is a seasoned, highly qualified professional who has held high-ranking positions for more than ten years.

He intervenes, for a period of 6 to 18 months, within the company’s own premises, to replace the absent employee. Interim management allows you to outsource the management of a department or the taking up of a strategic position.

To call on an interim manager, it is possible to turn to an EMT (interim management company), such as WAYDEN.

At WAYDEN, we have a network of 8,000 seasoned professionals (in a wide range of sectors – retail, banking, insurance, aeronautics, IT, etc.) – and specializations (CFO, Sales Director, HR Director, Strategic Manager, Proximity Manager…). Strong of With a career spanning 15 to 25 years, they are used to working in strategic positions in complex environments.

Operational from the moment they join the company, they are able to take charge of every aspect of the position with the highest operational excellence : daily tasks, large-scale assignments and team management. But they are also able to identify flaws, optimize processes and innovate the offer to strengthen the company’s competitive advantage.