Your HRIS provides an important record of the organisation. Internal mobility asks additional questions: what work has someone done, what would they like to do next and what would make a move feasible? The answer often needs existing records and a targeted refresh together.
Know what the current records can tell you
Job title, organisational unit and tenure help locate a person in the organisation. They do not fully describe capability, aspiration or current capacity. Review which useful evidence already exists and which fields are absent, dated or inconsistent.
Keep the HRIS's authoritative identity and employment records clear. Add relevant evidence through the agreed sources and connections rather than creating an unexplained parallel version of the employee. The team should know which system to correct when an underlying record is wrong.
Refresh only the information the decision needs
A targeted conversation can ask about recent work, a relevant competency, interest in an opportunity or a period of availability. Explain the use of the information and the configured visibility before asking employees to contribute.
Retain the source and date of a response. An aspiration is an expression of interest, not a finding that the employee is ready for a leadership role. A work example supports review but should not be turned into a prediction of retention or departure without an appropriate basis.
Review the profile before making the match
Bring relevant perspectives together while keeping their meaning intact. An employee assessment, manager observation and project example may illuminate different parts of the requirement. Missing information should trigger a question rather than an apparently precise conclusion.
Use the reviewed record to compare people with an opportunity. Keep availability and source-team release separate from the capability comparison. A useful profile supports a conversation between teams; it does not replace their agreement about a move.
Make the operating model workable for client teams
Agree who owns a profile refresh, who resolves conflicting information and which updates are written back to connected systems. A repeatable programme needs a review cadence that matches how quickly the relevant information changes.
EVA's client-facing team helps translate those choices into campaigns, matching and workflows. The marketplace guide explains opportunity discovery and feasibility; this guide focuses on getting usable employee evidence into that process.
Five checks before an internal move
A promising capability match is the start of a review. Keep these checks separate so that missing information leads to the right question.
Link to this reference| Check | Evidence to review | If unresolved |
|---|---|---|
| Capability | Relevant work examples and assessment perspectives against the actual requirement | Clarify the requirement or request relevant evidence |
| Interest | The employee’s current response about this opportunity | Ask; do not infer interest from a profile |
| Availability | Dates and realistic time commitment | Confirm capacity before proposing a start date |
| Source-team release | Agreed release conditions and handover needs | Reshape the timing or scope, or explore another option |
| Approval | Named decision owner, required reviews and recorded outcome | Keep the proposal pending rather than announcing a move |
Illustrative example, not a customer result
A three-month project needs two days a week. An interested employee has relevant experience, but their manager can release only one day a week from November. The capability evidence may support the opportunity; the capacity does not yet support the assignment. Review the dates or scope with both teams, or consider another option. No move is confirmed until the required approvals are recorded.
Each organisation sets its own responsibilities and access permissions. Record the next action and its owner for every unresolved check.
From an employment record to a useful mobility conversation
Illustrative employee record; no personal data is collected here.
Operations manager · Paris · three years in role
How to read it
The record establishes organisational context but says little about a particular project's requirements.
The next useful action
Identify which relevant capabilities and timing details are missing.
Compare all 3 cases
| Case | Known information | Next action |
|---|---|---|
| Existing record | Operations manager · Paris · three years in role | Identify which relevant capabilities and timing details are missing. |
| Refreshed evidence | Recent change programme · employee interested in a regional project | Review the example and compare it with the opportunity's actual needs. |
| Feasibility check | Manager can release one day a week from November | Agree the assignment shape or consider another option. |
Illustrative example. These controls explain the method; they do not access client records or execute workforce actions.
Use existing systems as a foundation, then fill the evidence gaps that matter to the move.
Explore the relevant EVA capabilitiesApply this to your workforce
Sources & further reading
This guide explains EVA's approach and illustrative methods. Follow the current offering and methodology pages for scope and examples.