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Enhancing Internal Mobility at Sun Loan: A Framework for Employee Retention and Growth Essay

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Introduction – Internal Mobility

Internal mobility stands for the company processes and systems that enable employees to grow as specialists and acquire positions that best fit their skills, character, and ambitions. A transparent policy for employees to know where they stand would ensure greater trust, understanding, and motivation to work and improve themselves. Sun Loan Company’s system of transfers and promotions is currently in its development stages. Despite a transparent chain of subordination and a nominal career path, promotions and transfers are handled case-by-case (Glassdoor, 2023).

Consistency and transparency can affect employee experience positively or negatively, depending on how well the demands and requirements are communicated and followed through. A sound system’s qualities include versatility, supportiveness, and a preference for nurturing talent over external hiring. Doing so ensures that an employee feels their worth to the company. Overall, having a clear, functional, and well-defined path for career mobility improves the overall employee experience, as it allows them to know where they stand and what is needed for them to fulfill a new role.

Problem/Opportunity

As it was previously stated, Sun Loan has a nominal internal mobility policy in place. In practice, however, it does not function as advertised. Individuals are often locked in their positions despite wanting to move, improve, or get promoted (Bidwell, 2011). The company is more interested in filling vacancies, allowing employees to shift their competencies, thus creating turbulence and vacancies in unexpected places. The lack of a clear de-facto policy leads to unfair employment practices.

The lack of a clear system of transfer and progression results in increasing frustration among employees. Feeling that their talents are taken for granted and their prospects for career-building limited, they ought to seek opportunities in other organizations, thus increasing turnover rate and generating money losses for hiring and training new employees (Bidwell, 2011). Therefore, a lack of clear and functioning policy results in lower employee morale, increased vacancies, and additional filing costs.

Literature Review

Internal mobility is found to be one of the key components of employee retention. DeVaro et al. (2019) report that one of the primary reasons employees change their workplace is inadequate compensation for their labor. They become overqualified for the jobs they hold. At the same time, companies without solid mechanisms for internal mobility fail to provide them with career opportunities, resulting in employee migration (DeVaro et al., 2019). These findings are supported by Permatasari and Zona (2021), who describe how internal mobility prevents turnover – if individuals stay within the company but seek to occupy better positions.

Then, the vacancies that do open are those of entry-level employees. In addition, the knowledge of a functional promotion system being in place is a motivator for people to remain in their chosen workplace. Meanwhile, hiring new blood from the outside negatively affects internal mobility. Arnold et al. (2021) report that external hiring upsets individuals vying for a position within the organization. Darmawan et al. (2020) concur that such practices undermine employee loyalty and morale, resulting in higher turnover rates.

Methodology

The research will apply a mixed-methods methodology to derive qualitative and quantitative data for analysis. The participants will be recruited anonymously from various departments of the company of interest (Sun Loan) to learn about internal mobility in these parts. All information gathering will be anonymous, and the materials will be disposed of once adequately analyzed and disseminated. Quantitative data will be gathered utilizing surveys with predetermined answers using the 5-point Likert scale (Jensen, 2020).

Qualitative data could be gathered through interviews with open-ended questions about the job, the career advancement systems, and various practices utilized by Sun Loan. These interviews would allow us to glean themes and patterns that are not easy to demonstrate using quantitative means. Quantitative data can be analyzed using standard statistical methods, such as the T-test, to demonstrate correlations and causations (Jensen, 2020). At the same time, thematic analysis can be utilized to work through qualitative information. It is speculated that both results would add to one another and offer mutual support to conclusions made at the end of the study.

Why Internal Mobility Matters

Internal mobility matters to a company like Sun Loan for various reasons, including employee retention and quality control. Having transparent and functional career ladders affects retention and satisfaction. DeVaro et al. (2019) highlight that growth opportunities allow for retaining some of the more dedicated and productive individuals interested in a stable position within a single organization. Opportunities for internal mobility enable them to do so, thus detracting from job-hopping.

Additional benefits of employee mobility are provided when individuals can move to a position for which they are best qualified. For example, an employee may find themselves more suited for a role in a different department, and having a transparent system in place to achieve that would enable them to find themselves in the company (Darmawan et al., 2020). The absence of such systems might cause the employee to leave or remain in a position where their skills are not fully utilized. In addition, horizontal mobility within the organization allows employees to share their skills and knowledge and promote mutual growth. On average, companies with high internal mobility enjoy a higher quality of employees and better productivity values (Darmawan, 2020). These findings demonstrate the importance of a straightforward career and position exchange system.

Assessing the Current State

The analysis of the current state of affairs at Sun Loan shows that many entry and mid-tier positions have opened, yet none seem to be associated with a clear career path. In most cases, those are treated as specialist jobs requiring specific skills, with no long-term plan for growth offered to the employee. Sun Loan seems content with keeping people where they are, learning the ins and outs of their position, but is not as keen to allow them to switch and grow (Glassdoor, 2023). This is justified by an erroneous paradigm, where the company sees advancement as a costly affair and would have to find a new employee to fill out the old vacancy and train the individual for a new role.

Employee mobility practices could be established here, allowing individuals to move from one department to another to find their calling and ensure productivity. It would help improve employee engagement and retention, as they would be able to find themselves where they are needed most. Vertical mobility is more challenging to establish, primarily when long-term employees hold the upper positions (Maurer, 2020). Positions may be opened by expanding company operations and conducting a productivity review to replace some less efficient workers.

Creating a Culture of Mobility

Creating a clear career path and a system of transfers is not enough. Sun Loan has been static in its promotion strategy for many years. To undo this conditioning, a culture of mobility needs to be established at the same time. Employees must learn to be competitive, take risks, and pursue growth opportunities (Maurer, 2020). Everyone being aware of their options and creating them with employee feedback would enable a culture of transparency.

In addition, it would have to be made clear to everyone that the company exists in a competitive environment where adaptation and learning are necessary for success. Everyone would have to become a life-long learner, improve their skills to maintain their position, and put even more effort into acquiring new competencies. Doing so would prevent stagnancy and open opportunities at the higher echelons, replacing stagnant positions with new blood born from within the organization.

Building a Framework for Success

The organization would need to offer those who wish to advance the tools and means to improve their competencies. Training programs could help foster a culture of learning and development. Additionally, mentorship programs ought to be established, allowing new employees to learn from experienced ones. The latter can be incentivized by monetary rewards or credits towards their promotion. The company could have an online repository of rules, guidelines, and procedures for different positions accessible to all employees who wish to advance or move to a different position (DeVaro et al., 2019). Finally, a transparent system of position exams has to be established to test employee competencies for advancement.

Implementing Internal Mobility

Implementation of prospective solutions would require a comprehensive plan to be developed. The primary stakeholders include all employees, with the HR department being responsible for initiating change. The goals include providing a clear career ladder, a straightforward process for department change, a comprehensive competency development plan, and various tools for developing said competencies. Given the size of the Sun Loan chain, it would require at least 3 months for the development and implementation of the new system (Glassdoor, 2023).

With the new framework in place, the benefits will be communicated to all employees; it would be possible to take active control of one’s promotion, giving room for ambitious prospective workers to grow and become better as part of Sun Loan. Guidelines and various intricacies of how the system will function can be explained during workshops and seminars conducted during the implementation of the system. During these same workshops, feedback could be obtained from all interested parties to adjust the program accordingly.

Measuring Success

Two potential ways of measuring success include quantitative (KPI) and qualitative metrics in the form of employee feedback. KPI can show how the new mobility system affects Sun Loan’s employees. Factors related directly to it that can be included in KPI could include the number of individuals participating in the program and how many positions were filled by tapping into the pool of internal hires (DeVaro et al., 2019).

Additional parameters can involve a comparative analysis of employee turnover before and after the changes and employee satisfaction ratings. Finally, employee feedback can be gathered after the system has been implemented to see what can be improved. Individuals with first-hand experience using the system would be able to provide meaningful commentary. Feedback should be provided anonymously, about once a year, to see if there are any new ways in which Sun Loan can help its employees grow.

Conclusions/Best Practices

Some of the best practices to include in the new mobility system should aim to put people inside the company first, allowing them a full breadth of opportunities to reach out. First, all opened positions and opportunities should be notified about weekly, with all positions open for a minimum of 5 days. That would allow all interested individuals to have a fair shot rather than work on a first-come, – first-served basis. Managers ought to be notified about applying for these opportunities so that they can be ready for changes when they come.

Internal candidates should be given preferential treatment and not require a recruiter interview. The manager should be allowed to choose between different candidates for the same position so long each meets the minimum qualifications for the job. To avoid bias, all promotions should move the person to an adjacent position in the hierarchy, with no ladder hopping.

Finally, unselected candidates will be notified that they have not received the position. Failure to advance will not negatively affect their current and future opportunities. All of these practices, together, ought to improve Sun Loan’s internal mobility and reap potential rewards for the organization as a whole.

References

Arnold, J. D., Van Iddekinge, C. H., Campion, M. C., Bauer, T. N., & Campion, M. A. (2021). Welcome back? Job performance and turnover of boomerang employees compared to internal and external hires. Journal of Management, 47(8), 2198-2225. Web.

Bidwell, M. (2011). . Administrative Science Quarterly, 56(3), 369-407. Web.

Darmawan, D., Mardikaningsih, R., Sinambela, E. A., Arifin, S., Putra, A. R., Hariani, M.,… & Issalillah, F. (2020). The quality of human resources, job performance and employee loyalty. International Journal of Psychosocial Rehabilitation, 24(3), 2580-2592. Web.

DeVaro, J., Kauhanen, A., & Valmari, N. (2019). . Ilr Review, 72(4), 981-1008. Web.

Glassdoor. (2023). Sun Loan company. Web.

Jensen, K. B. (Ed.). (2020). A handbook of media and communication research: Qualitative and quantitative methodologies. Routledge.

Maurer, R. (2020). . SHRM. Web.

Permatasari, N., & Zona, M. A. (2021). . Human Resource Management Studies, 1(2), 131-140. Web.

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IvyPanda. (2025, June 12). Enhancing Internal Mobility at Sun Loan: A Framework for Employee Retention and Growth. https://ivypanda.com/essays/enhancing-internal-mobility-at-sun-loan-a-framework-for-employee-retention-and-growth/

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"Enhancing Internal Mobility at Sun Loan: A Framework for Employee Retention and Growth." IvyPanda, 12 June 2025, ivypanda.com/essays/enhancing-internal-mobility-at-sun-loan-a-framework-for-employee-retention-and-growth/.

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IvyPanda. (2025) 'Enhancing Internal Mobility at Sun Loan: A Framework for Employee Retention and Growth'. 12 June. (Accessed: 7 July 2025).

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IvyPanda. 2025. "Enhancing Internal Mobility at Sun Loan: A Framework for Employee Retention and Growth." June 12, 2025. https://ivypanda.com/essays/enhancing-internal-mobility-at-sun-loan-a-framework-for-employee-retention-and-growth/.

1. IvyPanda. "Enhancing Internal Mobility at Sun Loan: A Framework for Employee Retention and Growth." June 12, 2025. https://ivypanda.com/essays/enhancing-internal-mobility-at-sun-loan-a-framework-for-employee-retention-and-growth/.


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IvyPanda. "Enhancing Internal Mobility at Sun Loan: A Framework for Employee Retention and Growth." June 12, 2025. https://ivypanda.com/essays/enhancing-internal-mobility-at-sun-loan-a-framework-for-employee-retention-and-growth/.

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