OCE.12:4.4.1 - Connect a career transition to the work it should enable

Use this branch when the organization change calls for a person to take on different work. Start with the person’s intended direction and plausible receiving work. With those responsible for that work, recover its expected results, constraints and needed contributions from representative cases. HCD.1 establishes capability demand; a future job still under design supplies a demand hypothesis. HCD.4 relates that demand to the person’s supported capability and consequential gaps across their work.

Bring the development and work decisions together. HR can supply shared personnel policies, access to learning and work with the employee community. Line managers or other work owners contribute knowledge of their actual jobs and processes, opportunities for practice and the assignment decisions within their authority. Establish who controls the receiving work when the present manager does not. In a matrix or across employers, recover these relations from the actual arrangement.

For a proposed course, have the work owner identify the later task and what suitable performance would look like. A capable learning practitioner examines whether the teaching, practice and assessment address that task. HR can arrange access and procurement under the applicable rules. An administrator’s preference for an attractive or familiar presentation does not settle its instructional value; complexity does not settle it either.

Construct a development path together with a realizable work opportunity. Obtain protected practice and feedback under 4.4, the receiving owner’s conditions for a trial or appointment, and a feasible change to current work under 4.2. A capability profile informs the decision; it does not appoint the person. Preserve the person’s aims and the agreed limits on using learning observations in employment decisions.

If no receiving work is available, retain worthwhile learning while keeping the career transition prospective. If a place exists but the required capability is unsupported, obtain the needed development or change the proposed assignment. Sending the whole problem to HR, the current manager or a coach leaves it unresolved when that person cannot supply the missing contribution.