Career visibility Self Assessment

Q1 · Pathway visibility — If an employee wanted to see what roles they could move into next, where would they look?*

Nowhere — that information doesn’t really exist here

They’d have to ask their manager or HR

Static documents — org charts, PDFs or intranet pages

A visual, self-serve career pathway map anyone can explore

Q2 · Role clarity — How clearly are skills and competency expectations defined for roles?*

They aren’t written down consistently

Job descriptions exist but are inconsistent and out of date

A competency framework exists but employees rarely see or use it

Every role has visible skills/competency expectations employees can compare themselves against

Q3 · Career conversations — How do career conversations between managers and employees happen?*

They don’t, unless an employee forces one

Once a year inside the appraisal, quality depends on the manager

Regular check-ins happen but without structure or follow-up

Structured, agenda-driven conversations with agreed actions that are tracked

Q4 · Manager enablement — What do managers have to support career conversations?*

Nothing — they’re on their own

A form to fill in at appraisal time

Guidance and training, but no live tools or role/pathway information

A framework plus role, skills and pathway information at their fingertips

Q5 · Internal mobility — How easily can employees find and pursue internal moves — including sideways?*

Internal moves mostly happen through who you know

Vacancies are posted internally, but that’s it

Internal vacancies plus some encouragement to apply, but routes are unclear

Employees can see and explore realistic internal routes, including lateral and cross-functional moves

Q6 · Development linkage — How does development activity connect to career progression?*

It doesn’t — training is ad hoc

A course catalogue exists, disconnected from roles or goals

Development plans exist but aren’t linked to target roles or pathways

Development actions link directly to the skills needed for a person’s next role

Q7 · Skills gap insight — What visibility do HR/L&D have of skills and competency gaps across the organisation?*

None beyond anecdote

Partial — pockets of data in spreadsheets after manual effort

Periodic skills audits, quickly out of date

Live, organisation-wide view of skills gaps against future role requirements

Q8 · External visibility — What does your public careers site show candidates?*

Live vacancies only

Vacancies plus some culture/values content

Role or department content, but little on progression or pathways

Pathways, progression stories and development support a candidate can genuinely explore

Q9 · Progression proof — What evidence do employees and candidates see that people actually progress?*

None — promotions just happen quietly

Occasional announcement when someone is promoted

Some employee stories exist but they’re dated or unrepresentative

Current, visible progression stories and internal-move data shared inside and out

Q10 · Employee ownership — Can employees explore and plan their own development year-round?*

No — development is something done to them at appraisal time

They can request training if they know what to ask for

Resources exist for self-driven development but are scattered and little-used

Employees self-serve: explore pathways, compare skills, build plans and prepare for conversations any time

Your overall score

0/ 100

Calculating…

Pillar breakdown

Each pillar normalised to 100

0

Pathway Foundations

0

Career Conversations

0

Employee Experience

0

External Visibility

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Career Visibility Self Assessment

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