Internal Transfer Policy: What Sony's 8,000 Moves Teach
Internal transfer policy done right: Sony lets staff apply to other departments without the boss's consent. What it teaches HR about retaining high performers.
A good internal transfer policy lets an employee apply to another department without needing the current boss to approve the move. Sony has run such a system since 1966, and it reportedly supported more than 8,000 transfers. It matters because 65% of Indian firms invest in soft-skill training, yet many still let bosses block their best people.
TL;DR- Sony lets staff apply to other departments without their current boss's permission.
- The only condition is two years in the current department.
- The new team selects, and the move can happen even if the old boss objects.
- Bosses often trap high performers because those people carry the most work.
- Indian HR teams can adapt the idea with a clear, fair process.
What is Sony's internal transfer rule?
In the video I explain it like this: a boss in a Japanese company cannot stop your transfer. Sony lets employees apply directly for open positions in other departments. The one condition is at least two years in the current department. You browse open roles, choose one and apply. In my words from the video: "You don't need your boss's permission. The new team does the selection." If you are selected, the transfer can go ahead without the old boss's approval.||PARA||Think of the office scene. An employee wants to move to another department. The boss says, "First find your replacement." Now the person has to look for the next job and also for someone to take their chair. The result is that the good performer stays stuck, because they handle the most work. Promotion talk continues, but the work stays the same. This is a leadership problem, not a talent problem, and it is something I cover in leadership training for managers.||PARA||The policy takes the exit door out of one person's hands. Sony did not leave the path with the boss. It gave employees a direct route, with the selection done by the hiring team. According to Sony, this system has supported more than 8,000 transfers since 1966. As I say in the video, keeping good people in one team is different from growing them inside the company. A transfer path lets talent stay with the company instead of leaving it.||PARA||It can, with care. I would not copy the rule word for word. Indian teams often have notice periods, client commitments and project deadlines. But the principle travels well: the career path should not depend on one manager's mood. Ask yourself the question I asked at the end of the video: in your office, is the route to change departments open, or does the boss's wish decide? If it is the second, you are probably losing people you could have kept. Our behavioural training helps managers see this blind spot.||PARA||Keep it simple and written. Set a minimum time in role, such as Sony's two years. Publish open positions to everyone. Let the new team run selection on skills. Agree a handover window so the old team is not left stranded. Tell managers early so they hear it from HR, not from the employee. Review the numbers every year: who moved, who left and who stayed. The policy only works if people trust it, so apply the same rules to everyone.||PARA||Managers fear losing their best person, and that fear is fair. Answer it with a handover period and with recognition for managers who grow people others want to hire. A boss whose people get picked by other teams is building a talent pipeline for the whole company. That is a real leadership strength. If you want your managers to think this way, contact us and we can design a session for your team.
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Avinash Chate TEDx Speaker · Founder, The Future Corporate · 11+ yrs experience Avinash has trained Indian Army, BRO, RBI, BARC, JSW Steel and 1000+ corporate leaders across India. His work focuses on leadership development, communication skills, and behavioural training rooted in Indian values and modern business needs. |
Frequently Asked Questions
What is an internal transfer policy?
It is a written process that lets employees apply for open roles in other departments of the same company. It sets who can apply, who selects and how the handover works.||FAQ||No. As described in the video, Sony employees can apply directly, the new team selects, and the transfer can happen without the old boss's permission.||FAQ||At Sony the condition is at least two years in the current department. Other companies can set their own minimum period.||FAQ||Yes, with adjustments for notice periods and project needs. The key idea is that a career move should not depend on one manager's approval alone.
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