A clearer view
of your career.
Stronger judgment
for the work you do.

Meet the cohort and establish the purpose

Build connections with HR and TA peers who bring different experiences to career change and job search.

Find perspectives beyond your own workplace that can inform your growth within it.

Explore how this professional community can strengthen the judgment you bring to advising, hiring, and supporting others.

Understand the 2027 hiring landscape

Examine selected hiring and AI legal developments that may affect your experience as a candidate.

Consider their implications for internal opportunities and how your organization evaluates talent.

Develop questions you can bring to conversations about hiring practices, technology choices, and the guidance you give others.

Recognize the boundaries of familiar opportunities

Examine when familiar titles, industries, and employers provide useful focus and when they may hide possibilities.

Consider how your current title or reputation within your organization could limit the opportunities people associate with you.

Recognize where inherited requirements or your own assumptions may narrow the possibilities you see for others.

Look beneath titles to understand the work

Identify how your capabilities, experience, and judgment may translate into work described in unfamiliar language.

Learn to articulate that value when exploring a promotion, transfer, or new responsibility within your organization.

Apply the same perspective when defining a role, evaluating experience, or helping someone recognize where they could contribute.

Learn how to examine market evidence

Discover resources for investigating demand, compensation, industries, and the different channels through which work is found.

Use external evidence to inform your development and prepare for conversations about your future within your organization.

Assess the relevance, freshness, and limitations of information before using it to make hiring recommendations or advise others.

Practice a repeatable market-reading method

Work through a guided example and use a practical scratchpad to investigate a possibility beyond your familiar search.

Apply the method to an internal opportunity or an assumption about what advancement requires.

Use it to test the reasoning behind a hiring decision or career recommendation, including what evidence would change your view.

Understand how professional signals become an interpretation

Explore how titles, language, experience, and context shape the work you may be associated with.

Consider whether your established identity within your organization reflects what you could contribute next.

When evaluating or advising others, learn to question whether an interpretation captures their capability or simply reflects familiar terminology.

Distinguish being found from being understood

Understand the different roles of discovery, categorization, and ranking in whether your experience reaches consideration.

Examine how the categories attached to your current role may affect your visibility for internal opportunities.

Develop questions about how hiring tools retrieve and prioritize people, and what their results can actually tell you.

Examine the floor of qualification and the ceiling of contribution

Distinguish demonstrating that you meet stated requirements from providing evidence of what else you could contribute.

Consider how to make capabilities beyond your current responsibilities visible when pursuing advancement.

Explore where efficient screening supports hiring and where finding less obvious potential requires additional investigation.

Recognize capability in unfamiliar career patterns

Examine how a pivot, career break, or experience spanning several functions may require context to make its relevance clear.

Identify transferable experience that could support a move within your organization even when your title does not suggest it.

Consider how overlooked talent might broaden a candidate pool, and what assessment, development, time, and support would make that approach viable.

Communicate relevance without becoming interchangeable

Explore how to align your professional language with an opportunity while preserving distinctive evidence, judgment, and accomplishments.

Consider how to describe your readiness for internal growth beyond simply repeating the language of the desired role.

Recognize when AI-assisted polish or familiar phrasing is being mistaken for substantive capability in the people you evaluate or advise.

Practice questioning an interpretation

Work through a shared example to identify what an initial reading captures, misses, or assumes about someone’s experience.

Apply those questions to how your own capabilities might be understood within your organization.

Practice deciding what additional evidence would justify reconsidering a person, changing a search, or challenging a recommendation.

Recognize the interview audience

Consider how recruiters, managers, peers, and leaders approach an interview. Adapt to conversations inside your organization and examine the perspective you bring when interviewing others.

Investigate the concern behind a question

Explore possible concerns behind questions about career gaps or extensive experience, without assuming intent. Apply the same listening to internal opportunities and evaluate whether your own questions elicit useful evidence.

Communicate relevant evidence

Practice responding aloud in your own voice and choosing how much context to share. Prepare for conversations about broader responsibilities and strengthen how you advise other candidates.

Examine AI’s interview role

Explore recorded and AI-led formats from candidate and practitioner perspectives. Develop questions about their limitations, use in internal opportunities, and the role of human judgment.

Make broader capability visible

Identify experience beyond your current title. Consider what your manager needs to understand about you and how to discover capabilities in team members whose earlier work you may not know.

Choose what to practice

Take away a framework for preparing a difficult question. Identify an internal conversation that would benefit from preparation and one improvement to how you interview or guide others.

Recognize how familiarity develops

Reflect on how learning together has changed your connections in the cohort. Consider where shared activity could support relationships within your organization and communities you influence.

Understand the friction

Examine why reconnecting can feel difficult without having to disclose your circumstances. Recognize that full lives affect relationships, including those of the people you support.

Connect from genuine interest

Identify honest reasons to reconnect or learn about someone. Explore approaches that fit you, whether considering a career move, growing internally, or helping someone else connect.

Maintain relationships through change

Consider relationships with former colleagues, connectors, and people who know your contributions. Explore how meaningful contact can continue as jobs, responsibilities, and needs change.

Choose a learning community

Evaluate groups by their people, relevance, accessibility, and fit with your life. Consider how participation supports your perspective, internal growth, and contribution to others.

Choose a sustainable next step

Create a private People Map and identify one action that matters to you. Build continuity beyond the workshop without measuring yourself against someone else’s personality or contact list.