Employers
Lifting a whole department, from support to leadership
A department is trained as a whole: the same objectives, different pathways depending on the level of responsibility. The catalogue supports that reading, since it sorts its 72 titles across four levels — from skilled employee to executive — with a published supervised-hours volume for each.
Why train the department rather than the person
Training one person alone in a department creates a gap: they come back with methods their environment does not practise, and the energy dissipates in three months. Training the whole department, at different levels but on shared objectives, installs the method in daily practice.
- A shared vocabulary, which speeds up internal exchanges
- Shared methods, so files pass from one person to another
- Progress visible to managers, department by department
- A coordinated lift that prepares next year's internal moves
A complete department, illustrated on the HR function
This is what a department looks like read across four levels: each role has its title, its supervised hours and its decision perimeter. The example uses the HR function, but the same reading exists for maintenance, logistics, finance or production — the Human resources and management field equips the cross-cutting part with 15 modules.
| Professional title | Target role | Level | Supervised hours |
|---|---|---|---|
| HR Assistant | HR assistant, personnel administration officer | Skilled employee and operative | 600 h |
| Payroll and HR Administration Officer | payroll officer | Senior technician and supervisor | 600 h |
| Human Resources Manager | HR manager | Manager and professional | 800 h |
| Chief Human Resources Officer | HR director | Expert and executive | 700 h |
The calendar of a coordinated lift
The pathways start together and converge twice: at launch, on shared objectives, and at the final review, on what changes in how the department works. In between, each progresses at their own level.
- 01
Shared launch
One session for the whole department: the objectives, each person's pathway, what will be different at the end.
- 02
Parallel pathways
Each level follows its own content, with its weekly load and assessments. Progress is visible to the manager.
- 03
Convergence point
At mid-point, joint work on a real case from the department. That is where the shared vocabulary takes hold.
- 04
Report back to the department
What changes in the methods, written and circulated. The department leaves with an updated way-of-working note.
What the level-based reading gives an executive
- titles — Skilled employee and operative
- 20
- titles — Senior technician and supervisor
- 18
- titles — Manager and professional
- 17
- titles — Expert and executive
- 17
Questions about a coordinated lift
Can a department be lifted without stopping production?
Yes, and it is the general case. The catalogue holds 19 programmes designed to be taken while keeping your job, with a weekly load stated on every page. The calendar then fits the department's quieter periods, which means knowing its seasonality — a scoping question.
How do we handle level gaps within the same department?
Through parallel pathways rather than a single levelled content. Each follows the content of their responsibility level, and the department meets on the shared moments: launch, convergence point, final review. That design lets an uneven department move without anyone being bored or left behind.
Can the department continue on its own the following year?
That is the goal, and it is prepared during the pathway: the way-of-working note produced at the final review, the role frameworks and the assessment grids stay with you and get reused. The following year then covers new joiners and the topics that have moved.
Explore next
- Skills-based hiringSkills-based hiring: writing an ad on verifiable blocks, assessing through practical exercises, verifying a certificate online and training on the remaining gap.
- Validating experienceRunning a validation-of-experience campaign for your staff: block-by-block review, evidence file, remaining blocks and a calendar compatible with the job.
- Internal mobilityOrganising internal mobility and redeployment: bridges between roles, common blocks already held, a pathway targeted on the gap and a calendar compatible with the current job.
- 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.