Latest / The Internal Move Podcast with Fexingo: Lateral Roles, Internal Transfers, and Staying at Your Company / How an Internal Transfer Can Protect Your Career During an RIF
Transcript
- Lucas: So earlier this week I was talking to a VP of talent at a midsize tech company — she told me that in the last round of layoffs, nearly everyone who was let go had been in their role for less than eighteen months. But here's the thing: the people who had transferred internally within the past year? Almost none of them got cut. Luna: That's counterintuitive, right? You'd think the newest people would be first out. Lucas: Exactly what I thought. But she walked me through the logic. When you transfer internally, you're not just a name on a spreadsheet. You have a hiring manager who fought to get you, a sponsor in the new group. That manager has skin in the game. They're going to protect their investment. Luna: So it's not about tenure — it's about having an advocate. Lucas: Right. And that's the angle I want to drill into today. Most people think 'I should stay put during uncertain times, hunker down, build tenure.' But that might be exactly the wrong move. An internal transfer — if timed well — can actually be your best layoff insurance. Luna: Let's talk about the data. I pulled up a LinkedIn workforce report from late 2024 that looked at survival rates through RIFs — reduction in force. They found that internal hires who had been in their new role less than a year had a 41% survival rate. External hires with the same tenure? Twenty-two percent. Lucas: That's nearly double. And I think the reason is exactly what the VP was saying: the internal hire has built-in social capital. They know the company, they know how to navigate, and their new boss already chose them from within the pool. Luna: There's also the 'reorg-proof' argument. When a company restructures, they look at headcount by function. If you're in a role that's being eliminated, you're at risk. But if you've just moved into a high-priority area — say, a new product launch or a regulatory compliance team — you're much harder to cut. Lucas: So the strategy is: before the axe swings, reposition yourself into a growing or protected function. That's active career management, not passive. Luna: Yeah, and it requires reading the tea leaves. What's the CEO talking about in all-hands? Where is the company investing? Which teams are hiring even during a freeze? Lucas: Let's get practical. How do you actually do this? First, you need to identify the 'safe harbor' teams. These are groups that generate revenue directly, or handle regulatory must-dos, or support a strategic initiative that the board is watching. Luna: And then you start networking internally before there's even a posted role. You want to be top of mind when a position opens. Lucas: Exactly. You set up informational interviews with managers in those teams. You frame it as interest in learning about their work. And you subtly signal your availability without saying 'I'm trying to escape.' Something like, 'If you ever need someone with my background, I'd love to be considered.' Luna: There's a timing element too. Ideally, you want to transfer before the layoff rumors start. Once the belt-tightening begins, internal mobility often freezes — managers are afraid to take on headcount risk. Lucas: So you need to be proactive when things are still stable. That's the hard part — it requires a kind of paranoia that most people don't have until it's too late. Luna: But let's say you're already in a tense environment. Is it too late? Lucas: Not necessarily. If the company hasn't announced a RIF yet, you can still move. But you need to move fast. And you need to be honest with the hiring manager — off the record — about why you're looking. They might appreciate the heads-up. Luna: There's another angle: the 'stay interview' as a diagnostic tool. If your current manager gives you evasive answers about the team's future, that's a red flag. Lucas: Absolutely. If they can't tell you where the group is headed in the next quarter, or they dodge questions about budget, that's a signal to start looking internally. Luna: So let's say you find a role. How do you negotiate the transfer in a way that doesn't trigger a counteroffer from your current manager, who might then block you? Lucas: This is critical. You want to keep the process confidential until it's a done deal. Once the offer is signed, you go to your current manager with a story: 'This is a growth opportunity I can't pass up. I've already accepted.' That makes it harder for them to block. Luna: And if they do try to block? Some companies have policies that allow a manager to hold you for thirty or sixty days. Lucas: Then you need a senior sponsor. If you've been networking well, you might have a VP or director who can advocate for the move. The key is to make the transfer about the company's benefit, not your escape. Luna: Right, because if you frame it as 'I want to contribute more in a high-priority area,' it's hard for anyone to argue against that. Lucas: Exactly. And once you're in the new role, you want to deliver fast wins. That solidifies your position and makes you even harder to lay off. Luna: I think we should also talk about the downside. What if you transfer and the new team gets cut anyway? Lucas: It's a risk. But the data suggests it's lower. And even if it happens, you're in a better position because you have a broader internal network. You're more likely to land on your feet internally than someone who's been isolated in one role. Luna: Plus, the act of transferring itself signals adaptability. That's a quality companies look for when they're deciding who to keep. Lucas: Let's talk about one more thing: the 'reorg-proof' resume. When you transfer, you build a narrative of versatility. If the company does have layoffs, and you're in a safe team, your resume tells a story of someone who can move where the value is. Luna: I want to come back to that LinkedIn stat. Forty-one percent survival for internal transfers versus twenty-two percent for external. That's almost double. If you're thinking about a move, that's a compelling reason to stay internal. Lucas: And if this episode has been useful — if it's helped you think through your next career move or given you a framework to protect yourself — the reason we can keep making these episodes ad-free is listener support. You can help keep that going at buy me a coffee dot com slash fexingo. Luna: Yeah, it really does make a difference. Even a small contribution helps us dedicate time to research and bring you concrete, actionable insights. Lucas: So, back to the strategy. One final piece: after you transfer, don't stop networking. The protection of a transfer is strongest in the first six months. After that, you need to keep building relationships to stay reorg-proof. Luna: That's a great point. The move itself is just the start. It's the ongoing visibility that keeps you safe. Lucas: Exactly. So if you're in a role that feels shaky, or you just want to be proactive, consider an internal transfer as a strategic move. It might be the best career insurance you can buy.