mondayfoundThe scenario
Consider an organisation where managers fill short projects through personal networks. Employees want development opportunities, but available work is hard to discover. This illustrative scenario explores a small internal mobility pilot. It does not claim that a matching algorithm can determine an employee’s potential or guarantee a successful move.
Publish the opportunity clearly
Start with a small set of projects that have an owner, expected time commitment and explicit skill requirements. State how participation fits alongside a person’s current responsibilities. Give employees a way to express interest themselves. Visibility and a clear agreement between managers may solve more of the problem than an elaborate recommendation model.
Make profiles reviewable
Allow employees to describe experience and development interests, and distinguish self-reported skills from assessed ones. Keep recommendations explainable: identify which stated interest or experience prompted a match. Do not treat an absent skill tag as proof that someone cannot do the work. Provide a straightforward way to challenge or correct profile information.
Review participation and outcomes
Track whether opportunities receive relevant interest, whether workload agreements are honoured and what participants learn. Ask who is not seeing or using the programme and investigate barriers. Keep the pilot narrow enough to follow each placement. Expansion should depend on a workable process and employee feedback rather than the number of profiles created.