Use internal talent before committing to another hire.
Compare internal capability with the work you need to cover. Bring interest, availability and manager release into the decision before treating a match as a move.
Who could move without leaving another gap?
A vacancy or project needs someone with the right experience. A relevant employee may already be in the organisation, but their current commitments, interest and release date can change the answer. HR, the receiving manager and the current manager need a shared basis for working through those trade-offs.
Connect the shortlist to the practical decision.
Review the match.
EVA Talent Matching compares people with the agreed role or mission criteria. Review the supporting information and the gaps behind each recommendation.
Ask about the move.
Capture interest and current availability through the agreed process. Review development needs and the proposed start date with the employee and receiving manager.
Coordinate release.
Agree release, source-team cover and transition ownership. Approvals and automation can be configured within EVA Full Automated & Approvals Platform when the process needs connected actions.
Review a movement option with its dependencies.
Explore internal candidate comparisons in the Workforce Intelligence Centre, and geographic capability in the World Competency Map. Review fit before agreeing availability, release and backfill.
World Competency Map
Find where the organisation's expertise sits and where to investigate internal options.
A geographic competency atlas, deep and thin coverage, filters and linked profile views.
EVA Competency Mapping · Managed
Inputs and scope
Question: Where is capability concentrated, and which locations need a closer look?
Inputs: An agreed taxonomy, locations, competency profiles and manager-assessment coverage.
A broader Managed mapping scope and an input to planning, outside the Self-Service subscription. Capability location does not establish current availability, release or future demand.
Locate relevant capability by city and competency. Geographic coverage alone does not establish availability or permission to move.
A decision in practice
Illustrative. Synthetic data.
| Review item | Example status |
|---|---|
| Role evidence | Relevant project delivery experience; budget responsibility needs review |
| Employee response | Interested; available from next quarter |
| Current manager | Release pending cover for the current assignment |
| Next action | Receiving manager and HR to agree a transition proposal |
UNDP's People for 2030 team describes EVA supporting its mobility policy, crisis response deployments and leadership pools. The expertise map helps identify options; each move follows the customer's people process. Read the UNDP customer account
Start with the decision you need to make.
Bring one role or assignment and the internal population. Discuss EVA Talent Matching directly when the available data supports it. Targeted assessment or EVA Competency Mapping can fill missing inputs. Agree any release workflow within EVA Full Automated & Approvals Platform separately. Pricing on request.
- Bring to the first discussion
- One role or assignment, its required start date, the internal population to consider and the current approval process.
- Agree what a useful evaluation must establish
- Review a representative comparison against agreed criteria. Establish which evidence is missing, who confirms release, and the cost and timing assumptions needed to compare the move with hiring.
Which vacancy, promotion opportunity or assignment should we compare with the external alternative?
For your business case
Make the internal option credible in the hiring decision.
When internal experience is hard to find, recruiting externally becomes the easy default. EVA Talent Matching makes potential internal candidates visible against the requirement. Adding interest, release and transition costs helps the business decide whether a move protects delivery or simply transfers the vacancy elsewhere.
Measures to agree before starting
Agree a baseline, target, owner and review period. These measures are for your evaluation; they are not promised results.
- Time to an approved move
- Measure from the agreed requirement to an accepted transition plan and actual start. Separate searching time from waiting for release.
- Net economic effect
- Compare genuinely avoided external cost with backfill, training, transition and implementation costs. Do not count salary already being paid as an automatic saving.
- Delivery after the move
- Check readiness in the receiving role and the effect on the team left behind at an agreed review point. A filled vacancy alone does not establish success.
Build the case with the right people
Ownership varies by organisation. These are useful starting points for the conversation.
- Potential budget owner
- A business-unit P&L owner, operations director or HR leader accountable for mobility and retention.
- Working champion
- A receiving manager or programme lead with an open requirement, alongside the HR business partner coordinating the move.
- Decision and control partners
- The employee and current manager confirm interest and release. Finance validates the full economics; HR owns the people process and promotion requirements where relevant.
The product view explains the matching mechanism. The movement example above is illustrative, not a completed customer redeployment.
Questions before you start.
3 questions to explore
Can this support a promotion decision?
Yes, by comparing the target role's requirements with the available evidence. Readiness, employee interest and remaining gaps still need review through your promotion process. A match score or a difference between employee and manager ratings is not an automatic promotion or pay decision.
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