Employers
Changing trade without leaving the company
A role that changes, a site that evolves, a person who wants to move up: internal mobility costs less than hiring and retains the skills already built. The register, with its 72 titles and four levels, lets you map the path from one role to another.
Why the bridges already exist
Two neighbouring trades share competency blocks: leading a team, keeping a register, customer relations, analysing a file. Internal mobility therefore rarely means starting over — it means identifying the shared blocks already held and covering the rest.
The team-leadership block
It recurs in most level-6 titles. A team leader changing career line keeps it in full.
The record-keeping block
Shared by compliance, quality and safety trades. It opens three career lines from one.
The file-analysis block
Shared by finance, legal and customer relations. The most frequent bridge into support functions.
The digital base
Present everywhere now. Someone who already holds it starts any move with time in hand.
Three typical moves, and what they take
These three trajectories occur in almost every industrial and services organisation. They share one feature: the « already held » column represents most of the training time, and that is what internal mobility saves.
| Starting point | Target role | Already held | What is worked on |
|---|---|---|---|
| Experienced operator | Team supervision | The technical gesture and field knowledge | Team leadership and follow-up conversations |
| Administrative assistant | Accounting function | Organisation and internal relations | File analysis and checking entries |
| Maintenance technician | Quality or safety function | Diagnosis and knowledge of the plant | Records, registers and internal audit |
The scheme that makes mobility workable
A successful move rests on three organisational conditions, as important as the training content. They are set before the pathway opens and held to afterwards.
- An identified destination role, with its date: a move with no destination runs out of steam
- A named tutor in the receiving department, available a few hours a month
- Training time released and put in the schedule, like a production activity
- A mid-point review, where the decision to continue is taken explicitly
- A record of validated blocks, which stays with the person whatever follows
Questions about internal mobility
How do we spot the people ready to move?
Through the annual review, when it covers named competencies rather than general satisfaction. Someone who describes precisely what they can do beyond their current role is signalling a possible move. The competency framework makes that conversation concrete on both sides of the table.
How long does an internal redeployment take?
It depends on how many blocks must be covered, and that is exactly the point of reading by blocks: the duration is computed, not estimated. The catalogue rule — 10 supervised hours per credit — converts a gap into weeks from the very first conversation.
What if the move does not conclude?
Validated blocks stay with the person and appear in their file: they serve their current role, a later move, or a broader validation of experience. The organisation, for its part, keeps an additional skill in the original department. The mid-point review exists so that this decision is taken in time.
Explore next
- Internal tutoringStructuring internal tutoring: training the tutors, writing a transmission outline, producing sequences from practice and recording what was passed on.
- Apprentices and internsHosting apprentices and interns: a real assignment, a named tutor, a rhythm compatible with study, shared tracking and a prepared hiring outlook.
- AgreementStructure of a training partnership agreement: roles, perimeter, turnaround commitments, content ownership, data protection and exit terms.
- Employer fundingFunding corporate training: public prices, milestone-based staging, choosing between short formats and long programmes, co-funding and multi-year budgeting.
- ReportingSteering a training scheme: four behavioural indicators, consolidation grain, a monthly review agenda and the contents of the dated statement.
- Data and reversibilityCorporate training data: what is collected, who accesses it by role, a permanent export and full reversibility of content and tracking.