Expanding internal mobility and simplifying delivery

The business challenge

A working internal marketplace existed, but employees did not fully trust it and managers were unsure what to do with it. At the same time, mobility delivery depended on manual, heroic effort that could not scale.

Scope and my ownership

• Global talent-mobility and internal-mobility programs across Gigs, internal transfers, relocation, and immigration.
• A global team of remote Talent Mobility Coordinators.
• Process design, manager enablement, and stakeholder communication.

Decisions and actions

• Focused on the conditions around the marketplace — manager language, incentives, and the friction points that quietly discouraged movement.
• Re-engineered five talent-mobility processes, removing steps that no longer served the work.
• Applied automation and clearer handoffs so routine work could move without manual intervention.
• Facilitated training for 500+ leaders on mobility and internal opportunity.

How I worked with others

• Partnered with recruiting, HR partners, and program stakeholders across regions.
• Led and developed a distributed global coordinator team.
• Contributed to ERG leadership and cross-functional culture work alongside the core role.

Results

• My internal mobility programs, including Gigs, supported an increase in internal-fill rate from 20% to 43% by the end of my tenure — a 23-percentage-point increase.
• Gigs engagement increased by 63% — a separate measure from internal-fill rate.
• Administrative workload reduced by approximately 40% across the five re-engineered processes.
• Approximately $130K in savings.
• 500+ leaders trained.

What this demonstrates

I can grow internal opportunity at global scale while simplifying how the work gets delivered — improving both the employee experience and the operating cost of the program.