EMPLOYER USE CASE · INTERNAL MOBILITY & WORKFORCE PLANNING
Plan the Work Ahead.
See Who Could Grow Into It.
Connect future needs with employee experience, interests, and a realistic transition.
Make internal mobility part of workforce planning by understanding who could contribute, what support they need, and what their move would change.
An illustrative scenario, not a completed customer deployment or measured outcome. This page describes intended capabilities at different stages of development. See current product availability.
A new need is coming. The org chart only shows today.
Imagine an organization preparing to launch a new service. It needs someone to coordinate implementation, but the workforce plan lists only current roles and headcount.
An employee in another team has relevant project experience and wants to explore a change. Their current role does not reveal that background—and their existing team still depends on their work.
Could an internal move meet the new need without leaving an unplanned gap?
01 · DEFINE THE FUTURE WORK
Start with the need, the timing, and the uncertainty.
The planning team describes the implementation work, when it is expected to begin, and which assumptions depend on the launch decision. They distinguish essential requirements from capabilities someone could develop with support.
Work required
What responsibilities and outcomes need coverage?
Timing and capacity
When is support needed, for how long, and at what workload?
Open assumptions
What could change the plan, and who will revisit it?
An opportunity Profile could organize that context so employees and reviewers can understand the actual assignment.
02 · INVITE RELEVANT EXPERIENCE AND INTEREST
Give people a way to show what their current role leaves out.
The organization makes the opportunity and its criteria visible to eligible employees. The interested employee shares selected examples of earlier implementation work and explains what they would like to explore.
TalentPass is intended to help people organize and share professional experience. Pythia could guide an account of relevant work, with the employee reviewing the wording before sharing.
Interest, willingness, and availability need to be discussed directly. Prior experience should not be treated as consent to move, and missing information should not automatically exclude someone.
An internal move changes
more than one team.
Plan for the employee, the receiving team, and the work they would leave behind.
03 · EXAMINE THE POSSIBLE FIT
Turn a promising connection into questions people can answer.
The receiving manager reviews the employee’s examples against the proposed work. They discuss where the experience applies, what is unfamiliar, and what further evidence or preparation is needed.
TalentSync’s intended Talent Tree views could help explore capabilities already in use, relevant experience not currently applied, and gaps requiring attention. Those views support review; they are not automatic rankings or assignment decisions.
Relevant evidence
Which examples support the requirements for this particular work?
Development needs
What practice, learning, or supervision would be needed?
Unresolved questions
What must be clarified before making a decision?
Passport Pages are intended to support selected exchanges for this purpose. Reviewers need to distinguish employee accounts, source records, and their own interpretations.
04 · PLAN THE TRANSITION
Check that the move works on both sides.
The employee, relevant managers, and HR discuss timing, scope, and transition arrangements through the organization’s process. The current team identifies responsibilities that would need new coverage.
- Confirm the employee’s interest and the proposed terms.
- Identify current work that needs handover or replacement capacity.
- Define preparation and support in the receiving team.
- Agree on the transition date and who resolves outstanding issues.
A phased assignment may be worth exploring, but splitting time does not create additional capacity. The plan needs realistic workload and support assumptions.
A possible match becomes a viable option only when the transition is workable.
05 · KEEP ALTERNATIVES VISIBLE
Make the workforce decision with the tradeoffs in view.
The planning team compares an internal move with other feasible responses: developing someone over a longer period, changing the assignment, hiring, or obtaining temporary support.
Internal move
What could it cover, and what transition or backfill would it require?
Development path
Could preparation meet the need within the available time?
Other capacity
Would external hiring, temporary support, or redesigned work better fit the situation?
People make the decision using the organization’s criteria and processes. TalentSync’s intended role is to connect the relevant context; this scenario does not claim automatic optimization, guaranteed placement, or cost savings.
06 · REVISIT THE PLAN AS WORK CHANGES
Check the move—and the gap it may have left.
If the move goes ahead, the teams review the first assignment, the employee’s experience, and the coverage of their previous responsibilities. They adjust support or scope where needed.
If the launch changes, the planning team revisits its assumptions rather than treating an earlier possibility as a fixed commitment. Information about interests, availability, and experience also needs a way to be corrected or updated.
Shared views, reminders, and source connections would depend on the capabilities available in the agreed setup.
Where Learning and Employment Records fit.
Learning and Employment Records can carry selected information about learning, credentials, experience, and achievements. They can help someone explain preparation for an opportunity, but do not by themselves establish current readiness, availability, or willingness to move.
Gobekli’s Human Intelligence Layer is intended to connect those records with the work ahead and the context people can explain. TalentPass brings the individual perspective; TalentSync connects it with organizational needs; Passport Pages support purposeful exchanges.
Evaluate the quality of the planning decision.
Opportunity visibility
Could eligible employees understand the opportunity and express interest?
Evidence and criteria
Could reviewers explain why an option was considered and what remained uncertain?
Transition feasibility
Were workload, handover, and support needs addressed on both sides?
Planning continuity
Did changes in timing, needs, or availability lead to a useful review?
These are questions for a scoped engagement, not measured customer outcomes. Placement, retention, productivity, and savings would need separate evaluation.
Start with the planning question you need to resolve.
Choose a focused workshop or related scenario before deciding what to implement.
Who could contribute internally?
Explore relevant experience and opportunities already inside the organization.
What capacity will we need?
Connect future workforce needs with development and leadership coverage.
What happens to the work left behind?
Examine critical knowledge and responsibilities that need continuing coverage.
Questions about internal mobility, planning, and LERs
How do internal mobility and workforce planning connect?
Workforce planning identifies work and capacity needs. Internal mobility explores whether interested employees could meet some of those needs, with appropriate preparation and a workable transition.
How can LERs support an internal move?
Selected records can help employees explain learning and experience relevant to an opportunity. Reviewers still need to examine the work requirements, context, readiness, interest, and availability.
Does TalentSync automatically rank or assign employees?
This scenario does not propose automatic rankings or assignments. Intended capability views support questions and review; people make the decisions through the organization’s process.
Does identifying relevant experience mean someone is ready?
No. Relevant experience is a starting point for discussion. The particular assignment may require further evidence, preparation, assessment, or authorization.
What happens to an employee’s current responsibilities?
A workable plan identifies the handover, support, or replacement capacity needed. Moving a person should not be treated as creating capacity without consequences elsewhere.
How should we begin?
Choose one upcoming workforce need. Clarify the requirements and timing, invite relevant employee interest, examine possible options, and map transition dependencies before committing to a move.
Give the next workforce decision
a clearer starting point.
Connect one upcoming need with relevant experience, employee interests, and a realistic plan.