Purpose: This paper aims to explore the types of learning engendered by internal mobility (IM) by referring to the principles elaborated by Bateson (1972). Design/methodology/approach: A qualitative methodology is followed with interviews among 50 professionals working at four large French firms. Findings: A system of classification for IM is proposed, namely, replication, adaptation, innovation and revolution. Practical implications: The identification of these categories invites human resource managers to reconsider the traditional career paths. Originality/value: This paper brings a new perspective on the possible link between learning and IM and questions what employees really learn thanks to their moves.