Opportunity readiness
Colleagues discuss interests, capabilities and possible next roles with their manager. The program maintains a record of people ready for a broader assignment. Entry does not establish that a suitable vacancy exists, that the assignment will be funded or that the current manager can release the colleague. Readiness is recorded independently of movement.
The mobility conversation
A colleague identifies what they want to do next, and the manager identifies what the business needs them to continue doing now. Where the answers differ, the plan may include increased exposure, an additional project or attendance at a forum devoted to the desired role. These activities should not be described as promotion unless a new role has been approved.
Succession dependencies
An internal transfer requires the receiving role, an approved budget and a release arrangement. The colleague’s current team may request a replacement before agreeing the release. The replacement may be another internal candidate whose team has made the same request. The Talent Office tracks these dependencies without counting them as moves.
What progress looks like
Progress can mean a move, a completed development activity or a clearer understanding of why a move cannot yet occur. The 2017 retreat introduced Opportunity Readiness as a reporting measure after delegates found that actual transfers made the graph look inconsistent. The 2019 off-site added a quarterly review of colleagues whose readiness had outlasted two reorganizations.
