Internal mobility has evolved from a nice-to-have perk into a core talent strategy — and the companies leading the way are proving that the best hire is often already on your payroll. From building structured career pathways and mentorship programs to creating transparent internal job boards and cross-functional stretch opportunities, forward-thinking organizations are investing in the growth of the people they already have. The payoff goes beyond retention: when employees see a future within their organization, engagement rises, leadership pipelines strengthen, and culture deepens. We asked some of today’s top employers to share how they’re making internal mobility a reality — and what results they’re seeing because of it.
What does internal mobility look like at your organization, and what motivated you to make it a strategic priority?
We have created several programs for internal growth. An educational segment for Operations. A career mobility mapping program.
How do you measure the success of your internal mobility program, and what results have you seen in terms of retention, engagement, or other key metrics?
We set goals for internal retention. Saves the company money and fosters a strong culture.
Check out Aimbridge Hospitality’s careers page here!
What does internal mobility look like at your organization, and what motivated you to make it a strategic priority?
At Aveanna, we empower our team members to grow into new roles, expand their skills, and build long-term careers. We support their growth through mentorships, clear pathways for advancement, regular learning and development opportunities, tuition discount and reimbursement partnerships, and a culture that prioritizes promoting from within. Internal mobility doesn’t just mean being promoted; it’s a culture that encourages cross-functional stretch opportunities and aligning interests with skills to empower our team members to own their future. Our approach helps ensure strong leadership pipelines, continuity of culture, and exceptional care for our patients across the country. Our employees are industry leaders, and we are honored to invest in their growth.
How do you measure the success of your internal mobility program, and what results have you seen in terms of retention, engagement, or other key metrics?
When it comes to internal mobility at Aveanna, success means getting the right people in the right roles so that we can reach more families who need our industry-leading care. Our employee engagement and commitment scores are best in class and our retention and performance data shows the impact of investing in our employees today to make them leaders tomorrow.
Check out Aveanna Healthcare’s careers page here!
What does internal mobility look like at your organization, and what motivated you to make it a strategic priority?
At Victra, internal mobility isn’t a perk — it’s part of how we’re built. Our field-based structure creates a natural path from sales consultant to district manager and beyond, and we’ve invested in making those paths visible and accessible. We don’t wait for a seat to open before developing the person who will fill it — leaders are immersed in the role in real time, building confidence and setting expectations long before the opportunity officially arrives. That’s Performance and Innovation in action: we’re constantly evolving how we develop talent, and we hold ourselves accountable to results. When someone sees a future here — not just a job — they show up differently. That energy is contagious, and it’s core to who Victra is.
How do you measure the success of your internal mobility program, and what results have you seen in terms of retention, engagement, or other key metrics?
We track internal mobility through a mix of promotion rates, retention trends, and employee engagement data — including how our teams respond in surveys like Great Place to Work®, where we’re a certified recipient. When people feel like they have room to grow, it shows up in those numbers. We’ve seen stronger retention among promoted employees and higher engagement in markets where internal movement is most active. We also pay close attention to how quickly open roles are filled internally versus externally — that ratio tells us a lot about the health of our pipeline. But beyond the metrics, the real signal is cultural: Collaboration, Integrity, and Celebration aren’t words on a wall — they show up in how leaders advocate for their people, how teams invest in each other’s growth, and how we recognize the wins along the way. That alignment is what turns a good workplace into a great one.
Check out Victra’s careers page here!
What does internal mobility look like at your organization, and what motivated you to make it a strategic priority?
At LexisNexis Legal & Professional, growth doesn’t follow a single path. Colleagues are at different points in their careers, with different goals and different ideas of what progress looks like. Internal mobility is part of how we help make those next steps possible.
Some colleagues grow through promotions when they’re ready for greater scope and impact. Others stretch through lateral moves into adjacent expertise, new skills, or different teams. And some take global moves, continuing their careers across countries and offices as opportunities open up across the breadth of our organization. The aim is to make all these paths more visible, easier to explore, and more measurable, so colleagues can take an active role in building their careers here.
Employees have been clear that they want more ways to grow and advance within the organization and we’ve made this a strategic priority. When colleagues can find their next opportunity here rather than looking externally, everyone gains. The organization retains knowledge and builds capability over time. Colleagues stay invested in work they already understand deeply, and in the customers they already know. That matters for the people already here, and it matters just as much for those considering joining us.
The bigger shift we’re working toward is giving employees more ownership over their own career direction, rather than relying on recruiters or managers to identify opportunities on their behalf. That means better visibility into what roles are available across the business, the tools to explore and apply for them, and clearer guidance on how to navigate the process. Employees can already search and apply for internal roles, set up job alerts, and signal interest in future opportunities. Our Talent Acquisition team has also developed guidance and resources to help colleagues and hiring managers navigate internal moves consistently. The direction is clear: every colleague at LexisNexis Legal & Professional should be able to see what’s possible here and feel equipped to pursue it.
How do you measure the success of your internal mobility program, and what results have you seen in terms of retention, engagement, or other key metrics?
We measure mobility through multiple lenses, because growth shows up in different ways. We look at the volume of promotions, lateral moves, and global moves over time, and the patterns we see across functions, teams, and geographies. We also pay attention to the use of our internal hiring tools, the experience of employees and hiring managers, and feedback from our Talent Acquisition partners.
We continue to build a clearer picture of how mobility connects to the broader employee experience, including retention and engagement. The focus is on an approach to measurement that’s as multidimensional as the paths themselves.
The commitment to growth at LexisNexis Legal & Professional is ongoing, and internal mobility is one of the most direct ways we put that into practice — through paths that are real, visible, and worth taking.
Check out the LexisNexis Legal & Professional careers page here!
What does internal mobility look like at your organization, and what motivated you to make it a strategic priority?
At Motive, internal mobility is broader than just filling open roles internally. It includes promotions, lateral moves, structured career pathing, mentorship, regular career conversations, and transparent visibility into growth opportunities across the company.
Practically, employees can explore opportunities through our internal job board, discuss their goals with their manager, and use clear job architecture and career maps to understand what growth can look like across functions, levels, and geographies. We also support development through regular 1:1s, monthly career conversations, biannual development check-ins, quarterly mentorship meetups, and leadership training resources designed to help employees build the skills needed for their next step.
We made internal mobility a strategic priority because we heard clearly that employees wanted more transparency and a better picture of what growth at Motive could look like. In response, HR and leadership built more scalable job architecture, clearer career paths, and more consistent internal movement guidelines so employees have equitable access to opportunity and managers have a more consistent framework for development conversations. At its core, the goal is to retain great talent, create a strong employee experience, and make career development feel multidirectional rather than tied only to a traditional ladder.
How do you measure the success of your internal mobility program, and what results have you seen in terms of retention, engagement, or other key metrics?
We look at success through both advancement activity and employee experience. On the activity side, we track indicators like internal promotions, movement through structured career paths, and the consistency of development touch points such as career conversations, goal tracking, and performance check-ins. On the experience side, we look at whether employees feel supported, challenged, and cared for by their managers, because those are strong signals that growth and development efforts are landing in a meaningful way.
The results have been encouraging. In the most recent H2 promotion cycle, Motive celebrated close to 300 team members advancing in their careers, which is a strong indicator that growth is happening at scale across the business. More broadly, our employee sentiment data also points to a healthy development environment: 96% of employees say they have supportive working relationships, 89% say they are challenged at work every day, and 92% say their managers care about them as a person. We also continue to invest in transparent career paths, mentorship, leadership development, and equitable access to opportunity because we see internal mobility as a long-term retention and engagement lever, not just a recruiting tactic.
Check out Motive’s careers page here!
What does internal mobility look like at your organization, and what motivated you to make it a strategic priority?
Internal mobility is an important part of how we invest in employee growth and long-term career development. We maintain an internal job board that gives team members visibility into open opportunities across our departments. Employees who have been with the organization for at least 12 months, are in good standing, and receive approval from their manager and department head are eligible to apply for internal opportunities.
As a people-first, employee-owned organization, we recognize that career growth doesn’t always mean moving up a traditional ladder; it can also mean exploring new functions, developing new skills, or taking on fresh challenges. By creating clear pathways for internal movement, we’re able to retain institutional knowledge, support employee aspirations, and help our teams access talent that already understands our culture, values, and business.
How do you measure the success of your internal mobility program, and what results have you seen in terms of retention, engagement, or other key metrics?
We evaluate the success of our internal mobility efforts through several indicators, including the number of internal applicants, internal transfers and promotions, employee retention, and overall engagement. We also look at how effectively we are filling roles with internal talent and the impact those moves have on employee career progression.
Beyond the quantitative metrics, employee feedback is an important measure of success. Team members consistently tell us that having visibility into internal opportunities and the ability to pursue new career paths within the organization increases their sense of ownership over their professional growth.
Our internal mobility program supports retention by giving employees opportunities to continue growing their careers without leaving the company. It also strengthens engagement by demonstrating that we are committed to investing in our people and helping them achieve their long-term career goals. As we continue to grow, internal mobility remains a key strategy for developing talent, building leadership pipelines, and creating meaningful career opportunities across the organization.