Define which work types and eligibility rules a talent marketplace will cover at launch.
Human Resources & Personal Development
Internal Talent Marketplaces for Short-Term Projects and Career Mobility
Shows HR and business leaders how to design, launch and govern an internal talent marketplace that matches employees to short-term projects and stretch assignments while tracking mobility outcomes.
🗓️Duration5 training days
📚Content4 modules · 8 sessions
🎓On completionAccredited attendance certificate
About the programme
Course Overview
Talent inside most organisations is locked to a job title while the work that actually needs doing changes every quarter, leaving skills idle in one team and gaps unfilled in another. An internal talent marketplace opens short-term projects, stretch assignments and secondments to any qualified employee, matched by skill rather than reporting line. This course takes HR and talent leaders through the full design and launch of a marketplace: defining which work types qualify, building the skills taxonomy that powers matching, and negotiating manager release agreements that make time genuinely available rather than promised on paper. Teaching works with platform selection criteria, governance templates and pilot design so participants can launch in one business area before scaling. Later sessions cover running live matching cycles, connecting marketplace activity to career pathways and succession evidence, and measuring impact through fill rate, mobility rate and cost avoidance against external hiring. Participants leave able to build a marketplace that managers trust with real capacity, not just a job board nobody uses.
Expected Learning Outcomes
Build or adapt a skills taxonomy that produces reliable matches between employees and project work.
Negotiate manager release agreements that make employee time genuinely available for marketplace projects.
Run a pilot marketplace in a defined business area before committing to organisation-wide rollout.
Operate project posting, shortlisting and matching cycles that balance algorithms with manager judgement.
Connect marketplace project history to career pathways, succession evidence and workforce planning.
Measure marketplace impact through fill rate, mobility rate and cost avoidance to justify scaling it.
Who Should Attend
HR and talent management leaders designing an internal mobility or talent marketplace programme.
Learning and organisational development professionals linking mobility to skills development.
People analytics specialists building the skills taxonomy that underpins marketplace matching.
Business unit leaders who need short-term project capacity without permanent headcount.
HRIS or HR technology owners evaluating talent marketplace platform options.
Workforce planning managers seeking more agile ways to deploy existing employee skills.
Course Modules
Select any module to see its sessions and points.
01Designing the Talent Marketplace Model
2 sessions · 8 points
Session 1Defining Scope, Use Cases and Governance
- Define which work types flow through the marketplace, from short gigs to full secondments and moves.
- Set eligibility rules and the proportion of time an employee may release into marketplace work.
- Establish a governance board that balances business unit demand against individual employee interest.
- Decide platform requirements and evaluate build-versus-buy options against those requirements.
Session 2Building the Skills Taxonomy That Powers Matching
- Build or adopt a skills taxonomy aligned to the organisation's existing job architecture.
- Tag employee profiles and project requirements with consistent, comparable skill data.
- Validate algorithmic match suggestions against manager judgement before trusting them at scale.
- Keep the taxonomy current as roles, technology and required skills continue to evolve.
02Launching the Marketplace and Securing Manager Buy-In
2 sessions · 8 points
Session 1Manager Release Agreements and Backfill Planning
- Negotiate manager release agreements that define time commitment and backfill cover explicitly.
- Address manager reluctance to release talent with incentives tied to talent development metrics.
- Track capacity and utilisation so released time is visible, costed and not silently absorbed.
- Set an escalation route for when release agreements are not honoured in practice.
Session 2Communicating and Launching to Employees
- Design employee communication and onboarding that explains how to join and use the marketplace.
- Coach employees on building a marketplace profile and applying for suitable stretch work.
- Run a pilot in selected business units before committing to an organisation-wide launch.
- Gather early-adopter feedback from employees and managers to refine matching and process.
03Operating the Marketplace Day to Day
2 sessions · 8 points
Session 1Running Project Staffing and Matching Cycles
- Manage project posting, applicant shortlisting and selection through a consistent workflow.
- Balance algorithmic matching with human review so team fit is not reduced to a skills score.
- Track fill rate and time-to-staff against targets agreed at the marketplace's launch.
- Resolve conflicts fairly when multiple projects compete for the same in-demand talent.
Session 2Embedding Mobility Into Career Pathways
- Connect marketplace project history to career pathing conversations and promotion evidence.
- Use marketplace activity data to identify hidden skills and employees at flight risk.
- Link stretch assignment outcomes directly into performance and development conversations.
- Feed marketplace insights into workforce planning so gaps and surpluses are visible earlier.
04Measuring Impact and Scaling the Programme
2 sessions · 8 points
Session 1Building the Marketplace Measurement Framework
- Define KPIs covering internal mobility rate, fill rate, time-to-staff and completion quality.
- Calculate cost avoidance from marketplace staffing against external hiring or contractor use.
- Survey participating employees and managers on the marketplace's practical value to their work.
- Report marketplace outcomes to senior leadership with a business case for continued investment.
Session 2Scaling, Integrating and Sustaining the Programme
- Integrate marketplace data with HRIS and learning systems to build a single skills record.
- Expand marketplace scope to new geographies or business units once the pilot proves value.
- Sustain manager engagement through recognition and realistic capacity planning cycles.
- Review marketplace governance annually against usage data and changing business needs.
What the participant receives
4 course modules
A structured syllabus
8 training sessions
across 5 days
32 detailed points
Applied, detailed content
Accredited attendance certificate
On completing the programme
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