Internal Moves: How To Position Yourself and Get the Timing Right

In this episode of the HigherEdJobs Podcast, co-hosts Andy Hibel and Kelly Cherwin spoke with Mark Coldren, leadership and engagement specialist with CUPA-HR and retired associate vice president for human resources at the University at Buffalo. He shared advice for higher ed professionals who want to grow within their institution without damaging relationships along the way.

The episode addressed a listener’s question:

“I began a position five months ago in enrollment management at my university after completing my master’s degree at the same institution. As I think about my long-term career growth, how do I go about looking for other opportunities at my current institution while maintaining strong relationships and not burning bridges?”

Balancing Obligation and Growth

Coldren said that employees might feel a sense of obligation to their institution early in their careers.

“People make a commitment to working someplace, especially when they get an educational benefit. Some people have called it the ‘golden handcuffs’. You provided this resource, now I owe you to stay where I am.”

He said that instead of focusing on obligation, employees should think about their long-term direction and talk with their supervisor.

“This starts with how interested you are in your career trajectory, which means you may have ongoing conversations with your supervisor about what you see yourself doing next.”

To Wait or Not to Wait for a Job Posting

Kelly moved the conversation towards the more technical side of navigating internal moves.

“In terms of looking for opening jobs, what is the process? Do they go to HR and apply as an internal candidate, do they network, do they talk to their current supervisor, how do they navigate this kind of delicate situation?”

Coldren explained that waiting for a posting can limit options, especially when trying to move into a different area.

“Look at other areas that interest you. Reach out in that division and find somebody that you could potentially go out and have a cup of coffee with and say, tell me a little bit more about what you do.”

He also noted that changing fields within an institution may not always be a lateral move and can come with trade-offs.

“You may have to take a lower job level, maybe even sacrifice a little bit in salary, and that’s not always an easy thing to do.”

Timing, Perception, and How To Approach the Conversation

Andy explained that timing plays a major role in how career moves are received, especially early on in a role.

“The best way to sell yourself for your next position is to prove yourself in your current position.”

He added that bringing up a move too early can create concern for supervisors who just hired you.

“Having that conversation too soon, even if you’re performing well at five months, they just hired you. The last thing they want to do is replace you.”

Coldren agreed and said it is important to understand the full scope of your role before making a move.

“If it’s enrollment management, you must look at the entire cycle of what happens during an institutional year. It’s very important to show how well you do.”

Coldren suggested not treating your current role as a stepping stone, but instead asking, “I’m interested in growth. What would that look like?”

Supporting Growth as a Leader

The conversation also touched on the role leaders play in supporting growth.

Coldren said strong employees are often visible in the broader market.

“You need to be anticipatory about that as a supervisor. You should know the folks you have who are attractive in the market.”

He added that when leaders recognize that early and support growth, they are better positioned to retain employees and build a stronger team.

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