Internal mobility and employee retention in human resources management: Insights from IBM’s SkillsFirst model

Although research on employee retention has grown, the link between human resources management (HRM) practices and retention remains underexplored (Xing et al., 2025; Al-Ayed, 2025). Retaining skilled employees is critical in knowledge-intensive sectors, where talent drives innovation, adaptability, and competitive advantage. Organizations that fail to address retention risk lose high-potential employees, undermining strategic agility and long-term performance. Internal mobility is often studied as a tool for reallocating high performers, yet from a knowledge-based perspective, it also can facilitate the circulation of tacit knowledge, the recombination of perspectives, and the development of collective capabilities, enhancing organizational learning and resilience. This study examines the role of internal mobility in employee retention through a case study of IBM’s SkillsFirst human resources (HR) model. By analyzing qualitative employee perspectives, the research identifies organizational conditions and mechanisms through which internal mobility supports retention, while acknowledging contextual factors and potential limitations. Findings aim to provide both theoretical insights for adaptive HRM and practical guidance for organizations seeking to strengthen employee commitment and career development pathways.