Manage employee development
How manage employee development are reshaped as AGI capability advances.
The bottom line
About 65% of the work in Manage employee development is information-shaped and increasingly AI-deliverable, with the rest a hybrid of judgment and hands-on work. The automation frontier runs straight through the middle of this role.
Why: Because there are no seeded child occupations for this composite, the scalar is derived from the process name and description. Establishing guidelines, laying out career paths, and managing skills falls under the 'Develop and Manage Human Capital' lens. This is administrative and HR planning work that heavily relies on digital systems and document creation, but retains strong interpersonal communication and coaching elements, placing it at the higher end of the hybrid band.
grounded in the economy graph · digital scalar 0.65 · hybrid
Business-as-Code
Read as an executable program — the work decomposed into Code, Generative, Agentic, and Human.
Manage employee development sits inside a larger value-flow — 1 parent structure it composes into. The hierarchy is grounding, not the story: it tells you which aggregate exposure Manage employee development inherits.
Where Manage employee development sits
Browse within Manage employee development
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How the work flows
Trigger: An employee initiates a career planning discussion, enters a scheduled review cycle, or shifts to a role requiring new competencies.
- Establish organizational development guidelines and competency models
- Assess current employee skills against role requirements
- Create individual development plans and map career paths
- Execute training, mentoring, and stretch assignments
- Track skill acquisition and update development records
- Review progress and adjust career paths based on performance
Outcome: The employee completes targeted learning objectives and validates new skills against their formal development plan.