EMPLOYER USE CASE · LEARNING & DEVELOPMENT
Connect Learning
to What People Can Do Next.
Make the goal clear. Create room to practice. Bring progress into view.
Connect learning records, employee experience, and development support with the work your team needs to do.
An illustrative scenario, not a completed customer deployment or measured learning outcome. This page describes intended capabilities at different stages of development. See current product availability.
The course is complete. The next step is still unclear.
Imagine an employee preparing to coordinate a small project. They have completed a course and helped on earlier projects, but neither they nor their manager is clear about what they can take on independently.
The learning record shows completion. The employee can explain their experience. The manager knows the upcoming assignment. Those perspectives need to meet before choosing the next development step.
What would help this person apply what they are learning?
01 · DEFINE THE DEVELOPMENT GOAL
Start with the work—not the course catalog.
The employee and manager identify the part of project coordination they want to develop: preparing a work plan, confirming dependencies, and raising issues early. They discuss what useful progress would look like.
Target work
What should the person be able to do in this context?
Current experience
What have they already practiced or demonstrated?
Evidence of progress
What would help both people assess the next step?
A development Profile could connect the goal with responsibilities and relevant examples. It gives the employee, manager, and learning team a shared question to work on.
02 · UNDERSTAND THE STARTING POINT
Bring prior learning and experience into the same conversation.
The employee shares the course record alongside an example of coordinating a handoff on a previous project. They explain what they handled, where a colleague helped, and what still feels unfamiliar.
TalentPass is intended to help people organize selected learning and experience. Pythia could help them reflect and structure an account, which they review before sharing.
The manager checks the relevance of those examples to the new assignment. Missing documentation is a question to explore, not proof that the employee lacks a capability.
Learning has more value
when people get to use it.
Connect the record of learning with an opportunity to practice and feedback on the work.
03 · CHOOSE A PRACTICAL NEXT STEP
Build a plan around the person and the assignment.
Rather than assigning another broad course, the manager and employee agree on a focused preparation step and a supported opportunity to draft the next project plan.
TalentSync’s intended capability views could help organize questions about experience in use, relevant experience not yet applied, and areas needing development. People still need to confirm the interpretation and choose an appropriate plan.
Preparation
Which learning resource, example, or conversation addresses the specific need?
Practice
Where can the person try the work at an appropriate level of responsibility?
Support
Who will provide feedback, and is time available for both people?
The right response may be training, practice, clearer instructions, better tools, or more support. Not every work problem is a skills gap.
04 · MAKE APPLICATION VISIBLE
Connect the learning record with what happened in practice.
The employee drafts a project plan and reviews it with an experienced colleague. They capture a selected work example, the feedback received, and the changes they made.
Passport Pages are intended to support purposeful exchanges of selected records and context. The team could connect the learning record with relevant evidence from practice, subject to the agreed sharing and source arrangements.
- Keep the learning record’s source and claim clear.
- Identify the employee’s contribution to the work example.
- Distinguish self-reflection from observed feedback.
- Explain the task, conditions, and support involved.
A completion record, a reviewed work sample, and a formal assessment establish different things. They should remain distinguishable.
05 · REVIEW PROGRESS AND ADJUST
Use feedback to decide what comes next.
The review shows that the employee can prepare a useful plan but needs more practice identifying dependencies. They agree on another supported assignment focused on that skill.
The manager also notices that unclear priorities made the exercise harder. They address that work condition instead of treating every difficulty as a learning deficit.
The next step follows the evidence—not just the completion date.
The employee and manager decide what further practice, support, or assessment is appropriate. The scenario does not automatically certify competence, authorize work, or guarantee advancement.
Where Learning and Employment Records fit.
Learning and Employment Records can carry information about learning, credentials, experience, and achievements. They can help people bring relevant records into a development conversation without treating every record as evidence of the same thing.
Gobekli’s Human Intelligence Layer is intended to connect those records with work context and human explanation. TalentPass brings the individual perspective; TalentSync connects it with organizational needs; Passport Pages support selected exchanges.
Existing learning systems may remain the source of course records. Connections, verification methods, permissions, and supported workflows need to be scoped against current capabilities.
Evaluate whether learning is becoming useful in the work.
Relevance
Is the development activity connected to a clear work need and employee goal?
Opportunity to practice
Did the employee receive the time, assignment, and support agreed?
Evidence of application
Can the employee and reviewer explain what was tried and what feedback showed?
A clearer next step
Did the review lead to appropriate practice, support, or a further assessment?
These are questions for a scoped engagement, not measured customer results. Learning effectiveness, productivity changes, or cost savings would require their own evaluation.
Start where learning loses its connection to work.
Choose a relevant workshop or related scenario to clarify the problem before deciding what to implement.
Development needs direction
Connect changing work with employee growth and practical support.
New teammates need practice
Connect onboarding with first assignments, feedback, and support.
Knowledge needs to be shared
Examine where learning depends on a few people and how others can build experience.
Questions about learning, development, and LERs
How can LERs support workplace learning and development?
They can carry selected records of learning and experience into a development conversation. Their usefulness depends on what each record establishes and how it relates to the work someone needs to do.
Does completing training prove someone is ready for a role?
Not by itself. A completion record establishes what its issuer claims. Readiness for particular work may require relevant practice, observation, assessment, or authorization through the organization’s process.
Does this replace our learning-management system?
The intended approach connects learning records with employee experience and work context. Existing systems may remain in place. Any integration or replacement needs separate scoping against current capabilities.
Will AI prescribe the right learning path?
In this scenario, AI could help organize context and questions. Employees, managers, and learning professionals review the information and choose appropriate activities; the page does not promise an automatic optimal learning path.
How is employee information shared?
The scenario calls for selected information shared for a defined purpose. Recipients, access, retention, and correction arrangements need to be agreed for the implementation.
Where should we begin?
Choose one role or work task and a small development group. Define the goal, starting evidence, practice opportunity, support, and review process. Evaluate what changed before expanding the scope.
Give the next learning step
a place in the work.
Start with a clear goal, an opportunity to practice, and a way to review progress.