On the other side, the company can create a nice "market" by tuning it correctly. When I was at Intel, it was relatively easy to get an internal hiring req, an

On the other side, the company can create a nice "market" by tuning it correctly. When I was at Intel, it was relatively easy to get an internal hiring req, and relatively difficult to get an external one. And... the total number of internal hiring reqs was allowed to over-subscribe the total authorized head count. Coupled with a rule that no manager could block an internal transfer for more than a couple of weeks of clean-up, the net effect was that there was a certain amount of "hole flow", and you could always identify a bad manager by the vacuum that surrounded them. Overall, I thought that was brilliant. As to people on re-deployment, it did happen that poor performers had a hard time landing a new role -- but then again, they would have had a hard time staying in the company in their old role, so that kind of fits your point. But Intel didn't use redeployment as a "shadow RIF". Intel was not shy about moving people out of the company -- they didn't need to nor bother to hide it. Back to redeployment -- I can remember occasions of fairly large redeployments (business unit shutting down) where those of us in parts of the company considered more strategic would find ourselves suddenly rich in hiring reqs. Again, the company created the right market conditions and let the hiring managers and employees sort it out.