►
Description
The Maker Talent Core Unit’s vision is to attract and retain the best crypto talent in a sustainable manner by building the best hiring/contributing experience in the industry.
Links:
MIP39c2-SP28: Adding Maker Talent Core Unit: https://forum.makerdao.com/t/mip39c2-sp28-adding-maker-talent-core-unit-mt-001/12075
MIP40c3-SP50: Modify Core Unit Budget - Maker Talent: https://forum.makerdao.com/t/mip40c3-sp50-modify-core-unit-budget-maker-talent-mt-001/12077
MIP40c3-SP51: Modify Core Unit Budget (MKR) - Maker Talent: https://forum.makerdao.com/t/mip40c3-sp51-modify-core-unit-budget-mkr-maker-talent-mt-001/12076
MIP41c4-SP29: Facilitator Onboarding for Maker Talent Core Unit: https://forum.makerdao.com/t/mip41c4-sp29-facilitator-onboarding-for-maker-talent-core-unit-mt-001/12078
A
A
B
Thank
you
thank
you,
richard
for
having
us
and
for
the
opportunity
to
share
some
updates
about
the
makers,
hard
and
cool
unit.
Given
we
are
coordinate
on
their
request
for
comments
and
not
very
well
known,
yet
we
perhaps
can
start
with
introducing
ourselves.
My
name
is
mariano.
I
am
up
for
voting
as
facilitator
for
this
co-unit.
I
have
more
than
10
years
experience
in
providing
hr
support
to
all
kinds
of
tech,
startups
and
fintechs.
In
addition
to
this,
I
am
also
technical
psychologist.
B
C
Absolutely
so
my
name
is
vela,
I'm
an
independent
consultant
and
I'm
based
in
singapore.
In
terms
of
background
throughout
my
career,
I've
been
able
to
look
at
talent
acquisition
from
a
different
perspective.
I've
done
return
and
based
executive
search.
I've
been
heading
up
the
talent,
acquisition
execution
from
regional
business
unit
perspective
and
also
from
a
geographical
perspective.
B
B
And
this
is
the
agenda
for
today
we'll
be
talking
about
changes
in
the
scope
of
the
talent
core
unit,
the
updated
ambition
mission
on
strategy,
2022
priorities
on
the
roadmap
and
we'll
also
open
up
floor
for
any
questions
that
you
might
have
in
regards
to
the
talent
core
unit.
So
let's
talk
about
the
change
in
scope.
B
So,
after
reading
your
contributions
to
the
myths
and
having
also
discussions
with
the
fcs
and
delegates,
we
realized
that
the
the
scope
of
the
talent
core
unit
needed
to
be
broadened.
Instead
of
coming
with
concrete
tactical
solutions,
we
needed
to
think
more
strategically
about
practices,
people
practices
to
support
ses
with
their
overall
workspan.
B
Some
of
you
might
have
noticed
in
the
in
the
ses
presentation
from
last
friday,
a
lot
of
the
priorities
listed
about
finding
cross-core
unit
solutions
and
for
the
challenges
in
in
the
performance
area
and
people
area
were
were
top
priorities.
That
was
a
priority
without
limiting
the
ability
of
each
core
unit
to
run
autonomously.
B
So
the
second
point
we're
moving
from
one
stop
shop
to
a
new
model
that
we
needed.
So
we
can
empower
core
units
with
best
practices
and
proper
data,
on
how
they're
performing
always,
of
course,
from
the
people
practice
perspective
and
third,
rather
than
focusing
on
hiring
only
we
needed
to
think
about
the
whole
set
of
experiences
that
contributors
go
through.
B
So
we
also
have
updated
our
vision
so
keeping
this
previous
inside
we
go
to
the
next
slide.
Thank
you.
So
keeping
this
the
previous
insight
in
mind,
our
vision
was
updated
to
attract
and
retain
the
best
talent
in
a
sustainable
manner
by
building
the
best,
hiring
and
contribution
experience
in
the
industry.
B
So
the
better
the
experience
the
contributors
with
are
going
through
with
your
people
practices
the
more
eager
the
people
will
be
to
join
the
ecosystem
in
the
long
term
about
the
mission.
In
order
to
build
the
best,
hiring
and
contribution
experience,
we
will
establish
a
talent
core
unit,
that
is
the
center
of
expertise
and
that
will
empower
other
core
units
to
run
autonomously
and
attract
and
retain
core
contributors
in
the
most
efficient
manner.
So
the
idea
is
that
mega
talent
will
research
design
and
deploy
best
people
practices
for
the
java
ecosystem.
B
So,
as
you
will
see
here,
the
contributor
experience
with
each
of
the
different
people
practices
will
be
the
core
measurement
for
the
talent
core
unit
and
central
to
defining
challenges
and
priorities.
This
approach
is
basically
applying
the
concept
of
customer
experience
towards
building
people
people
practices,
as
you
can
see
here.
For
example,
we
have
mapped
the
customer
experience,
but
we
have
used
the
model
of
customer
experience,
but
for
mapping
the
hiring.
So
we
have
awareness,
consideration,
conversion,
engagement
and
advocacy.
B
B
Good,
if
you
want
to
build
a
proper
italian
acquisition
infrastructure,
we
also
need
to
prioritize
building
some
other
dependable
parts
of
the
contributor
experience.
This
is
super
important,
so
in
particular,
we
need
to
improve
the
workforce
planning
to
better
forecast
the
demand
for
contributors
and
resources
that
we
need.
At
this
moment
we
have
no
data
and,
as
a
consequence,
it's
very
difficult
to
make
good
forecasts.
B
B
All
this
must
be
linked
to
a
compensation
system
that
is
fair
and
equitable,
and
that
can
be
used
across
four
units
if
needed.
This
would
be
similar
to
the
mkr
retention
bonus
plan
that
was
deployed
by
by
scs.
We
also
need
to
look
at
automating
the
admin
onboarding
for
all
stakeholders.
This
is
family
onboarding
that
I'm
referring
to
it's
all
about
the
practical
onboarding
of
contributors
to
the
dao,
rather
than
an
onboarding
into
the
maker
ecosystem.
B
Like,
for
example,
the
project
the
x-ray
projects,
so
for
now
we
will
limit
these
parts
to
the
admin
onboarding
rather
than
including
onboarding
training
of
new
contributors
like
this.
Until
there
is
more
alignment
on
the
content
that
maker
academy
will
produce,
can
we
move
to
the
next
slide?
Please.
B
B
B
This
will
pull
out
data
indicating
how
good
or
bad
their
practices
their
experiences
with
a
particular
people
practice.
This
is
a
very
innovative
way
that
is
a
in
a
possibility
of
listening
to
the
contributors
on
an
ongoing
basis,
and
it
will.
This
will
also
enable
us
to
take
swift
actions
and
apply
fixes
whatever
they
are
needed
about
the
road
map.
The
next
slide
keys,
based
on
these
dependables,
the
the
expector
roi
and
the
expected
bandwidth
we
have.
B
B
Amazing,
thank
you.
So,
in
terms
of
next
steps,
everyone
can
still
submit
comments
or
reach
out
to
us
for
any
file
discussion.
We
we
had,
and
we
are
still
having
a
lot
of
insightful
conversations
with
delegates
and
stakeholders
in
maker,
and
we
can
say
that
people
practice
is
are
top
priority
for
all
of
them.
B
We
will
also
further
analyze
myths,
39
and
40..
When
it
comes
to
the
talent
budget,
we
needed
to
update
it
in
the
light
of
a
broader
scope
as
the
core
unit
as
a
center
of
expertise,
and
there
will
be
further
updates
on
the
budgets.
After
this,
we
will
be
able
to
submit
it
for
the
voting
february
cycle.
That
starts
the
second
monday
of
february.
B
A
A
Yeah
and
I'll
I'll
go
ahead
and
get
things
kicked
off
here.
The
thing
that
stuck
out
most
to
me,
I
think,
from
the
presentation,
was
how
you
said
to
democratize
people
practices.
So
to
me
that
sounds
like
you're
going
to
be
conducting
more
stakeholder
interviews
with
contributors
rather
than
the
facilitator.
Is
that
true?
Or
could
you
elaborate
on
that
a
little
bit
more.
D
Yeah
I
like
to
like
to
follow
up
there,
so
I
think
I
think,
when
you
think
about
talent
core
unit
me
personally,
maybe
others
don't,
but
I
think
of
this
as
a
head
hunting
type
of
operation
right
where
you're
out
there
competing
with
other
headhunters
for
the
best
talent
available
and
when
you
think
about
it.
This
is
just
a
talent
core
unit
for
one
specific
protocol
right
make
or
doubt
so
it's
not
really
competing
against
other
headhunters.
D
C
Okay,
so
basically
we
are
not
setting
up
an
hr
department.
We
are
not
setting
up
a
people
department.
We
are
setting
up
a
department,
that's
going
to
focus
on
contributor
experience.
This
is
a
very
advanced
hr
type
of
model.
That's
currently
only
be
used
by
a
very
small
amount
of
companies
that
are
already
having
a
very
agile
and
decentralized
environment
for
their
their
execution.
C
So
we
are
covering
more
than
just
hiring
we're
covering
everything
from
the
moment
that
people
get
to
hear
about
opportunities
further
down
to
really
onboarding
it's
going
to
cover
goal-setting
learning.
It
covers
the
whole
cycle
until
you
know
even
the
exiting.
So,
even
if
we
look
at
the
pure
hiring
part
as
part
of
that
overall
contributor
experience
cycle,
hiring
has
is
not
about
head
hunting,
it's
about
building
proper
talent
acquisition
infrastructure,
it's
about
making
sure
that
we
are
putting
the
right
sourcing
channels
in
place.
C
That
is
going
to
include
sourcing
channels,
focusing
on
active
candidates
and
sourcing
channels
focusing
on
passive
candidates.
One
of
the
sourcing
channels
will
be
agencies,
but
in
a
best
practices,
environment
agency
usage
should
always
be
less
than
ten
percent
if
you're
more
than
ten
percent.
That
means
that
you're
not
functioning
properly.
C
So
it's
it's
about
a
lot
more
than
being
a
head
hunter
organization.
It's
about
really
end-to-end
talent
acquisition.
If
we're
talking
about
the
hiring
aspect,
and
it's
about
the
full
contributor
experience
from
entering
until
exiting
the
the
maker
doll
for
now,
the
focus
is
really
on
building
best
practices
for
our
internal
ceos,
but
who
knows
further
down
the
road.
This
could
also
be
provided
as
some
kind
of
service
to
to
other
dolls,
but
we're
not
there.
B
I
would
like
to
add
something
that,
when
it
comes
to,
I
I
agree
with
with
what
billy
said,
but
I
I
also
like
to
add
that
the
challenge
here
is
not
only
hiring
and
matching
one
position
to
another.
We
have
a
lot
of
discussions
when
it
comes
to
what
would
be
the
the
right
business
model
for
us,
because
in
the
comments-
and
we
need
to
receive
some
questions
regarding
why
you
don't
act
as
a
as
an
agency,
and
this
is
mainly
the
reason
why
what
billing
has
just
explained.
B
We
make
our
omega
is
a
big
brand
and
we
have
a
lot
of
room
for
innovation
when
it
comes
to
invent
or
create,
or
have
at
least
an
approach
to
research,
to
more
decentralized,
big
people.
Practices
like
how
our
doubts,
you
know,
decentralized
people
practices
in
five
years
time.
So
these
are
questions
that
is
enough
to
to.
You
know
like
have
a
at
least
a
first
approach,
and
this
is
this
is
amazing
to
be
in
a
position
like
this.
D
So
so
I
guess
I
guess
how
how
are
you
as
far
as
like
onboarding,
right
and
maker's
been
known
to
be
as
slow
when
it
comes
to
onboarding
collaterals,
more
than
anything
or
even
core
units
right?
So
what's
your
thinking
behind
that
I
mean
how
can
we
improve
the
the
slowdowns
of
onboarding
and
delaying
productive
new
team
members
that
you
guys
on
board.
B
Well,
there
are
many
things
I
mean
for
more
than
you
have
you
have
the
admin
side
and
you
have
the
training
part
which
is
more
in
the
hr,
what
we
call
it
the
doctrine
of
an
employee
or
a
contributor.
So
basically,
you
know,
maker
academy
has
just
started
and
they
are
creating
materials.
One
of
the
top
priorities
for
them
is
the
training
for
facilitators
and
onboarding
training,
and
I
think
this
is
crucial.
This
is
key
for
us
also
when
it
comes
to
the
admin
stuff.
B
There
are
many
ways
of
automating
the
the
process.
There
are
now
tools
that
will
help
you
automate
in
the
process
of
onboarding
or
boarding
your
facility,
and
so
there
are
those
this
is
a
360
strategy,
so
we
need
to
be
fast
in
terms
of
industry
domain.
We
need
to
come
up
with
with
people
practices
that
that
show
success
cases,
because
here
in
the
tao-
let's,
let's
be
honest,
there's
no
formal
authority.
B
We
cannot
force
school
units
to
do
anything,
so
the
idea
is
to
empower
them
to
bring
value
to
them
and
offer
a
repertoire
of
tools
that
they
can
use
if
they
want
to
and
gradually
start
working
together
in
a
more
aligned
way.
That
will
help
us
a
lot
of,
inter
in
terms
of
the
scalability
and
also
in
terms
of
the
number
of
core
units
that
we
would
like
to
onboard
in
the
next
two
years.
D
I
recently
heard
an
interview
where
an
individual
was
kind
of
critiquing
dials
for,
and
you
might
have
seen
it
on
the
forum
post,
that
I
I
posted
there
for
gov
govcoms,
the
the
dowser
are
known
to
be
stingy
right,
they're,
not
properly
paying
individuals
the
right
amount
that
they're
worth.
I
was
wondering.
D
Thinking
is
behind
that
to
try
to
you
know,
entice
someone
who's
right
now,
working
at
maybe
one
of
the
top
fangs
of
the
world
or
something
similar
fortune.
500
companies
like
what's
your
thinking
behind
as
far
as
how
dao
should
be
incentivizing
individuals
to
come
and
work
on
this
side
of
the
world.
B
Appreciate
it,
no,
no
thank
you
for
for
the
questions,
so
I
I
believe
that
there
is
an
origin
need
in
order
of
a
compensation
of
a
compensation
framework.
We
are
a
global,
a
global
dow
and
we
we
kind
of
need
origin
like
this,
because
otherwise,
in
one
or
two
years
it's
gonna
be
a
problem.
It
is
true
that
we
need
a
reference,
because
it's
not
the
same
having
someone
in
singapore
or
new
york
or
argentina.
B
So
the
way
we
are
approaching,
this
is
with
a
proper
job
evaluation
right.
So
so,
before
talking
about
compensation,
we
need
to
talk
about
job
evaluation.
What
are
the
tasks?
What
are
the
references
and
how
much
the
market
is
paying
this?
We
are
in
a
we
are
in
a
niche
inside
the
niche
which
is
where
united
and
we
are
in
a
new
blockchain.
B
So
I
think
that
to
start
the
house
on
the
base,
what
we
need
to
do
is
set
up
a
job
evaluation
program
that
will
help
us
define
how
many
positions
do
we
have
how
they
refer
to
one
another
and
between
core
units,
and
that
will
help
us
understand
ourselves
and
that
link
to
a
compensation
system
that
will
help
us
a
lot
when
it
comes
to
you
know
like
paying
in
in
a
more
equitable
way.
Of
course,
there
will
be
differences,
but
that's
that's
natural.
B
The
cost
of
living
is
not
the
same
in
every
country,
but
but
with
it
with
that
with
the
proper
frame,
then
we
can
adapt
ourselves
to
that.
But
at
the
moment
we
are
facing
a
problem
that
that
is
hard
that
it's
origin
to
attempt,
because
in
two
years,
if
we
don't,
if
we're
not
aligned
when
it
comes
to
compensation,
that
could
be
a
big
problem.
A
B
Thank
you.
Thank
you
for
the
question.
Well,
as
I
said
before,
I
started
in
september,
and
the
first
thing
we
did
was
trying
to
implement
an
ats
where
we
can
start
connecting
all
the
opportunities
that
we've
got,
because
there
was
no
point
where
people
can
know
the
the
the
openings
that
we've
got
and
what
I
learned
so
far
is
that
it's
very
important
for
co-units
to
decide
what
kind
of
health
until
which
extent
they
need
help.
So
many
color
units
came
to
us
saying
from
you.
B
B
So
what
I
have
discovered
so
far
is
that
the
approach
that
that
you
need
to
have
in
such
a
complex
ecosystem
is
everything,
and-
and
this
is
why
I
think
it's
important
for
us
to
coordinate
actions
not
only
with
we
make
academy,
but
also
with
governance
and
fcs
right.
If
we
are
in,
we
are
a
complex
organization.
B
We
need
to
tolerate
certain
degree
of
frustration
on
things
that
we
don't
know
how
we
will
manage,
because
we
need
to
invent
them
and
on
on
other
extent,
it
is
also
true
that
we're
going
to
come
up
with
with
practices
that
are
very
innovative,
having
a
a
platform
for
it.
For
you
know,
contributor
experience
is
something
new
is
fun.
So
as
long
as
we
have
the
data
and
as
long
as
the
co
units
can
decide
their
own
priorities,
the
road
there's
a
part
of
the
roma
that
will
be
created
ongoing.
E
F
I
could
actually
give
given
an
account
if
you'd,
like
okay
yeah,
so
early
early
on
in
the
talents
he
used
incubation.
I
actually
had
the
pleasure
of
working
with
theodore
to
hire
our
team
from
govcoms
our
team's
third
full-time
hire.
So
in
parallel,
though
we
did
do
our
own,
you
know
in
separate
sort
of
hunt
for
applicants
us
but
working
with
the
team.
They
set
up
a
a
sort
of
weekly
check-in
and
it
was
cancelled
as
needed,
and
they
they
did
a
few
things.
F
F
So
so
in
general
yeah
we
went
through
this
sort
of
weekly
process
and
and
every
week
they
would
give
me
you
know
one
or
two
applicants
throughout
the
entire
process
and
and
eventually
we
found
somebody,
we
didn't
find
anybody
through
their
their
particular
recommendations.
But
I
think
that
was
just
luck
of
the
draw
thomas
flitter
who
we
did
hire.
We
found
through
linkedin
by
posting
the
job
there
and
kind
of
doing
that
parallel
parallel
hunt
there,
but
in
general,
working
with
them
was
very
comfortable.
Teodor
was
responsive.
F
He
followed
up
when
he
needed
to
and
yeah.
I
had
a
good
experience
working
with
the
team.
They
also
posted
the
actual
job
description
on
their
centralized
like
site,
where
multiple
core
units
can
put
up
jobs.
You
know
job
offers
and,
and
so
yeah
it
was.
It
was
a
good
experience
for
my
from
my
perspective.
B
B
As
so
far
the
way
we
have
been
hiring
an
implementing
people
practices
was
each
co
unit
deciding
their
own
priorities,
and
this
implies
a
lot
of
a
high
cost
of
opportunity
for
facilitators,
because
when
you're,
not
an
expert
on
hiring,
when
you
don't
have
any
people
practice
and
your
your
core
business
is
to
make
your
core
unit
work.
That
demands
a
lot
of
time,
so
the
requirement
of
interest,
so
at
least
having
a
team
that
that
that
is
coming
together
and
helping
you.
B
You
know
addressing
your
mob
with
a
good
map
of
the
channels
that
we
you
can
use,
even
if
you
don't
want
them
to
to
to
help
you
in
the
whole
process
that
helps
a
lot
and
that's,
but
at
the
end
of
the
day,
that
saves
a
lot
of
time.
So
so
I
think
that
this
is
important
and
in
the
second
chapter
we
will,
we
will
do
is
help
also
with
complications.
B
F
Yeah,
I
also
want
to
add
one
more
thing
that
I
didn't
hear
mentioned,
but
I
think
is
a
really
great
advantage
for
having
a
talent
core
unit
at
maker.
So
you
know
you
sourced
a
lot
of
candidates
and
I
I
imagine
you
have
the
same
process
for
every
core
unit
that
comes
to
you
and
in
doing
so
you're
building
up
sort
of
like
a
list
of
potential
hires
for
the
future,
even
if
they
might
not
work
out
now.
B
B
That
could
be
a
potential
new
facility,
a
job
that
we
have
many
projects
in
the
pipeline,
as
he
has
a
lot
of
opportunities
detected,
and
it
would
be
very
interesting
to
also
seek
for
internal
talent
to
to
be
facilitators
in
the
future
to
run
projects.
We
have
people
working
part-time
for
maker
that
could
become.
You
know
like,
can
expand
the
level
of
contribution
that
they
do
and
nobody's
have
no
ways,
mapping
the
the
complexity
of
the
environment
that
we're
working.
A
Rachel
excellent,
thank
you
for
that
little
tidbit
david
as
well
for
the
experience
I
I'll
share
a
quick
experience
from
my
side
as
well,
when
I
was
first
onboarded
noticing
that
that
one
left
the
chat.
I
was
asked
to
write
my
own
onboarding,
so
that
was
a
strange
experience.
You
know
coming
from
a
very
centralized
world,
but
something
that
we
brought
up
on
our
last
off
site
as
well
was
talking
about
evaluations
and,
like
you
said,
the
the
compensation
level.
A
So
I
correct
me
if
I'm
wrong,
but
if
a
core
unit
say
doesn't
have
the
competency
or
the
experience
of
doing
some
of
these
hr
tasks
like
building
out
these
frameworks,
they
can
go
to
you
and
and
receive
say,
like
an
onboarding
guide
or
a
evaluation
guide
that
that
we
don't
necessarily
have
to
create
from
scratch
to
implement
in
our
core
unit.
Is
that
correct.
E
One
one
thing
I
was
interested
in
is
that
the
whole
concept
of
the
the
the
talent
pool
and,
in
particular
the
question
of
how?
How
do
you
even
surface
the
the
hiring
needs
within
a
dao
right,
because
just
talking
to
the
coordinates
is,
is
only
going
to
give
you
these.
These
micro
micro
perspectives
on
their
own
scope,
their
own
problems,
but
not
necessarily
in
the
level
of
the
dao,
is,
is
that
something
you've
been
thinking
about
how
to
deal
with
that.
B
So
I
mean
like
the
the
best
way
of
approaching
this
is
being
in
touch
with
with
more
like
the
the
pipeline
of
projects
that
we
have
under
on
the.
It
was
something
that
that
you
mentioned
last
friday.
So
if
we
are
able
to
identify
opportunities
and
risks
and
and
projects
that
may
make
will
make
us
compete
up,
a
thousand
that
will
will
help
us
be
stronger,
that
that
is
also.
That
is
also
a
very
good
ambition
to
be
in
touch
with
other
dolls.
B
So
I
think
that
the
key
thing
that
we
need
to
take
into
account
is
have
industry
domain,
knowing
what
other
projects
in
the
pilot,
knowing
of
the
jobs
and
co-create
solutions
and,
at
the
same
time,
being
able
to
to
suggest,
for
example,
people
that
you
can
find
there
in
a
in
a
convention
in
the
congress.
There
are
many
ideas
that
we
can
bring
to
the
italian
aspect
to
the
ecosystem,
so
it's
so
cool
units
not
always
they.
They
cannot
always
start
from
from
a
project.
B
B
It's
material
for
for
being
a
facilitator
and
people
that
probably
they
just
started
with
us
and
in
five
years
they
make
they
grow
a
lot
in
terms
of
skills
and
knowledge
of
the
ecosystem
and
and
if
you're,
in
contact
with
them
all
day.
That
that
you
know
like
having
and
having
a
strong
knowledge
of
the
blockchain
ecosystem
is
very
valuable.
B
We
are
every
day
I
am
receiving
messages
and
linkedin
from
people
that
they
want
to
become
part
of
the
ecosystem,
but
they
don't
know
where
to
start,
and
so
so
all
the
things
that
you
know
by
by
being
in
the
ecosystem.
By
staying
in
the
talks,
this
is
very
valuable
for
the
for
the
for
us
and
for
the
talent
aspect.
So
yes,
I
think
that
this
is
one
of
the
one
of
the
key
aspects
and-
and
I
am
also
pro
of
bringing
people
to
the
ecosystem.
B
So
this
is
one
of
the
initiatives
that
I
will
definitely
do
in
maker
talent
every
now
and
then
doing
webinars
every
now
and
then
creating
initiatives
to
to
you
know
like
meet
people
meet
developers.
X3
projects
gives
us
a
lot
of
a
lot
of
food
for
thought
when
it
comes
to
that.
So
there
are
loads
of
people
that
are
interested
in
the
blockchain
world,
with
lots
of
prejudices,
questions
to
be
asked
and
someone
needs
to
address
it.
Someone
needs
to
be
the
platform
that
they
can
use
to.
B
E
Yes,
thank
you
for
that,
and
I
think
one
of
the
earlier
discussions
they
brought
up.
The
idea
of,
I
think
you
call
it
or
veiler
called
it.
The
the
internal
job
market
or
something
is,
is
that
this
idea
of
organizing
this
internal
or
the
marketplace
of
opportunities
in
the
one
hand,
candidates,
on
the
other
hand,
should
to
continuously
reignite
people's
interests
by
by
presenting
them
with
with
new
opportunities
within
the
day.
E
C
Internal
marketplaces
is
kind
of
the
the
most
fancy
thing
that
people
are
basically
doing
for
the
last
the
last
three
years,
so
the
most
advanced
companies
are
implementing
special
platforms
that
facilitate
that
kind
of
mobility,
but
in
addition
to
really
a
job
evaluations
system,
you
also
need
to
be
able
to
map
out
individual
skill
sets,
and
at
this
point
in
time
we
are
not
there.
Yet
it's
a
huge
exercise.