Run a task-level automation-exposure assessment that identifies which parts of a role are at risk rather than labelling whole jobs obsolete.
Human Resources & Personal Development
Reskilling and Redeployment Programmes for Roles Displaced by Automation
Gives HR and workforce planning teams a structured method to identify automation-exposed roles early, build reskilling pathways with real hours and milestones, and redeploy affected employees into new roles ahead of redundancy.
🗓️Duration5 training days
📚Content4 modules · 8 sessions
🎓On completionAccredited attendance certificate
About the programme
Course Overview
Automation rarely eliminates a whole job overnight; it strips out specific tasks, first the routine ones, until a role no longer needs the hours or the headcount it once did. The organisations that handle this well identify exposed tasks early, build a reskilling pathway before the role disappears, and move people into adjacent work through a managed redeployment process rather than a redundancy exercise. This course gives HR business partners, workforce planning and learning teams a practical method for that transition. Participants learn to run a task-level automation-exposure assessment, map current skills against future-state roles using a skills taxonomy, and design reskilling pathways with realistic hours, milestones and funding routes. The programme also covers the mechanics of redeployment itself: ring-fencing vacancies for at-risk employees, running a fair and defensible selection process, and setting up an internal talent marketplace that matches people to short-term projects while longer retraining continues. Throughout, the course addresses the legal and human side together, from collective consultation obligations to the manager conversations that determine whether employees trust the process enough to engage with it. Participants leave with an exposure-assessment template, a reskilling pathway design and a redeployment tracking dashboard.
Expected Learning Outcomes
Build a skills taxonomy that maps current employee capability against the skills future-state roles will actually need.
Design a reskilling pathway with defined hours, milestones and funding routes, including apprenticeship levy funding where available.
Set up an internal talent marketplace that matches at-risk employees to short-term projects during retraining.
Run a fair, documented selection process for ring-fenced vacancies that withstands challenge under employment law.
Brief and coach line managers to hold at-risk conversations that keep employees engaged rather than disengaged.
Track redeployment rate, time-to-redeploy and 12-month retention to prove the programme's return against redundancy costs.
Who Should Attend
HR business partners managing workforce transitions in functions affected by automation.
Workforce planning and organisational design specialists building future-state skill models.
Learning and development leaders designing reskilling pathways and funding routes.
Operations and technology leaders introducing automation who must plan for the people impact.
Employee relations specialists managing consultation and selection for at-risk roles.
Career transition and outplacement specialists supporting redeployment into new roles.
Course Modules
Select any module to see its sessions and points.
01Assessing Automation Exposure at Task Level
2 sessions · 8 points
Session 1Mapping Tasks, Not Just Job Titles
- Break each role into its component tasks and rate each one for automation exposure using consistent, documented criteria.
- Distinguish tasks that automation removes entirely from tasks that automation changes but still require human judgement.
- Use occupational task data and internal process documentation together to avoid exposure ratings based on guesswork.
- Prioritise which roles to assess first based on headcount, automation timeline and the difficulty of redeployment.
Session 2Turning Exposure Data into a Workforce Plan
- Translate task-level exposure ratings into a role-level risk category that workforce planning can act on.
- Build a timeline that aligns automation rollout with reskilling lead time so retraining finishes before roles close.
- Model headcount and cost scenarios that compare reskilling and redeployment against redundancy.
- Present exposure findings to leadership in terms of business risk and workforce continuity, not just technology capability.
02Designing Reskilling Pathways That Work
2 sessions · 8 points
Session 1Building the Skills Taxonomy and Gap Analysis
- Construct a skills taxonomy that describes current roles and future-state roles in comparable, specific terms.
- Run a gap analysis that identifies which employees are close to future-state requirements and which need substantial retraining.
- Group employees into cohorts based on skills adjacency so learning pathways can be designed efficiently.
- Validate the taxonomy with operational managers so it reflects real task requirements, not generic competency labels.
Session 2Designing the Learning Pathway and Funding Route
- Design a blended reskilling pathway combining structured learning, stretch assignments and on-the-job coaching.
- Set realistic completion milestones and study-time allowances that reflect employees' existing workload.
- Identify funding routes, including apprenticeship levy transfers and sector training grants, that reduce direct programme cost.
- Build assessment checkpoints that confirm competence before an employee moves into a new role rather than at the end only.
03Running Fair and Effective Redeployment
2 sessions · 8 points
Session 1Ring-Fencing Roles and Running Selection
- Ring-fence suitable vacancies for at-risk employees ahead of external advertising, in line with redundancy good practice.
- Design selection criteria and scoring methods that are objective, documented and defensible if challenged.
- Guard against age or tenure-based bias that quietly excludes older or longer-serving employees from reskilling investment.
- Run trial periods or short secondments that let both the employee and the new team confirm fit before a permanent move.
Session 2Building an Internal Talent Marketplace
- Set up a marketplace that matches at-risk employees to short-term projects, gigs or secondments during retraining.
- Define how project work counts towards redeployment milestones without becoming a substitute for genuine reskilling.
- Coordinate marketplace activity with line managers so releasing staff for project work does not stall operational delivery.
- Track marketplace utilisation and match quality to keep the mechanism credible with both employees and hiring managers.
04Communication, Consultation and Measuring Success
2 sessions · 8 points
Session 1Consultation and the Human Side of Change
- Plan collective and individual consultation obligations that apply when automation affects a significant number of roles.
- Sequence communication so employees hear about exposure and support options before rumour defines the narrative.
- Train managers to hold at-risk conversations that are honest about risk while pointing to concrete reskilling options.
- Address survivor anxiety among employees who are not at risk but are watching how the organisation treats those who are.
Session 2Proving the Programme Works
- Track redeployment rate, average time-to-redeploy and reskilling completion rate across cohorts and functions.
- Compare programme cost against avoided redundancy payments and lost institutional knowledge to build the business case.
- Monitor 12-month retention of redeployed employees to check whether new role placements are actually sticking.
- Feed lessons from each cohort back into the exposure assessment and pathway design for the next wave of automation.
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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