According to a Microsoft report, 41% of the global workforce is likely to consider leaving their current employer in the next year. The cards are being reshuffled and it's costing companies money and lost productivity. When we look at the reasons for these departures, one of the main ones is the lack of visibility on internal developments. 

If companies take action to improve internal mobility (in other words, encourage job changes within the company when they have the means to offer career plans), they can stem the phenomenon of employee attrition by enabling employees to plan for the long term. 

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The challenges of the ISD

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By implementing the right strategy, CIOs can prepare their organizations to absorb mass job changes while gaining productivity.

This requires efficient and centralized management of the entry-exit and movement of personnel. Control the entire range of resources allocated to employees, both software and hardware.

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Internal mobility combines the challenges of onboarding and offboarding. For IT, this means : 

• cut off obsolete access and recover hardware that will no longer be used at the right time to save IT budgets while ensuring employee productivity.

• Provide the employee with the right access and equipment at the changeover, for better integration into the new team and, consequently, improved retention.

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What measures should be implemented to effectively and centrally control the resource mix? 

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Departments used to be able to control the tools used within the company with only the Active Directory. Now, it is necessary to combine the A.D. with ITSM tools such as Matrix42 or Service Now, an access management solution such as Okta, and an MDM such as GLPI for the entire IT infrastructure. Moreover, the explosion in the number of applications used in the enterprise has divided access management between the business, general services and IT. Management is once again decentralized. This is a loss of control and visibility for the IT department.

There are solutions such as Pyla that allow the centralization of all the resources used. They are the central node of this star network. Both for IT, in order to have a repository above the solutions specific to each type of resource (AD, MDM), and for business and general services, in order to give the IT department a global visibility on the company's resources.

On the one hand, the hardware and applications are all listed with the distribution by employed profiles. 

On the other hand, exchanges with HR and business teams are centralized. It is HR or the business units that trigger movements within the application or via the synchronized HRIS. Then, IT receives the list of requests for resources to be withdrawn and allocated, with the associated deadlines. Finally, the business units can follow the progress of the [de]provisioning via the software. Coordination is ensured.

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Investing in internal mobility [or "vertical mobility"] enables the company to retain the knowledge and expertise of its employees while redeploying them to another function or site. It reinforces the feeling of belonging of employees so that they are part of the company's project over the long term. 

In this mobility, IT is a key player for the good coordination of the various departments of the company and thus ensure an optimal management of the resources made available to the employees. It is the guarantor of the smooth running of the operation.

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