Softtek’s talent team previously worked in silos without real collaboration. This fragmented approach made it difficult to connect talent acquisition, development, and mobility globally. They needed a unified way to align skills and talent decisions across the organization. Softtek implemented an integrated talent approach spanning Talent Acquisition, Talent Management, and Talent Intelligence. The deployment was completed in seven months to unify their global talent ecosystem. They also defined a global skill taxonomy to connect talent acquisition, development, and mobility. As a result, 90%+ of Softtek’s workforce was integrated into the platform. The global skill taxonomy connected talent acquisition, development, and mobility across the organization. Collaboration improved, enabling better informed decision-making.

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NTT DATA needed better visibility into workforce skills and availability to support a dynamic professional services staffing model. With employees frequently cycling through assignments, identifying internal candidates quickly was challenging. The organization also wanted to strengthen internal mobility and reduce reliance on external hiring. NTT DATA adopted a skills-based talent strategy using SAP SuccessFactors alongside an AI talent platform. The implementation generated skill profiles across the workforce to create clearer insights into skills and availability. This approach supported faster identification of internal candidates and improved internal mobility decisions. The platform generated skill profiles for more than 20,000 employees, improving transparency into bench resources. Employee self-nominations increased significantly, strengthening internal movement and referrals. Internal placement improved year over year versus external placement, supporting more effective staffing decisions.

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Bayer needed greater talent agility and clearer skill visibility across its global workforce. The organization faced challenges aligning people quickly to mission-critical work. It also needed a scalable way to support talent movement across a large employee population. Bayer leveraged a talent intelligence platform to support its Talent Marketplace and broader talent transformation. The company scaled its Talent Marketplace globally and took a progressive approach to integrating skills into its broader talent management ecosystem. These efforts supported talent flow at scale and improved how skills informed talent decisions. Bayer reduced candidate screening time significantly. The company scaled its Talent Marketplace from 16,000 to 100,000 employees globally within eight months. These changes strengthened its ability to align talent to mission-critical work, improved workforce agility, and helped prepare the organization for future growth.

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Eaton needed to modernize talent acquisition while hiring nearly 15,000 people a year. Recruiting teams were managing dozens of fragmented systems and processes. The complexity slowed down hiring workflows and made it harder to compete for talent in a highly competitive market. Eaton implemented an AI-powered Talent Intelligence Platform to streamline recruiting. The rollout consolidated and streamlined multiple systems and processes used by recruiting teams. The approach improved skill visibility across candidates to support better hiring decisions. It also helped recruiters move candidates through the funnel more efficiently. Eaton saved $2.4M and reduced time to offer by 9 days. The talent network grew from 1 million to 4 million candidates, delivering a 4x increase. Candidate velocity increased by 30% to 40%, and recruiting metrics improved by double digits across time to market, time to present, and time to offer.

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Dexcom experienced massive business growth over the past five years and projected continued expansion. This created pressure to fill critical roles quickly across the organization. The company also needed to support internal mobility. In parallel, it pursued diverse and inclusive hiring goals. Dexcom implemented a Talent Intelligence Platform to enhance the hiring experience for both applicants and the business. It deployed an intelligent career site to personalize the candidate experience. The career site matched applicants to roles based on the information they provided. The implementation also supported employees applying to open positions aligned with their career goals. Within the first six months after go-live, 42% of career site visitors submitted a resume. Dexcom improved visibility into demographic factors to enable more-inclusive hiring decisions. The approach matched more applicants with jobs for which they were suited. It also removed repetitive, manual, and error-prone tasks from the hiring process.

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The New York State Department of Labor needed to better support businesses statewide in finding skilled candidates at no cost. Employers also needed a faster way to access the state’s workforce pipeline and fill key roles. The agency aimed to strengthen connections between job seekers and employers through a centralized digital service. NYSDOL launched an enhanced Virtual Career Center to connect employers with talent across the state. The platform enabled skills-based hiring and helped businesses find qualified candidates in seconds. It also enabled employers to post jobs, communicate directly with job candidates, and track and advance prospective hires through different recruiting phases. The Virtual Career Center engaged millions of citizens and expanded participation among job seekers and employers. More than 800,000 job seekers signed up, and 500,000 businesses could access the platform for skill-based hiring. Employers posted 250,000 jobs and training resources, helping scale statewide connections between candidates and companies.

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MM Group acquired another company and needed to onboard 3,500 new employees. HR lacked an agile way to understand the needs of these new workers. They needed a strategy that could support a successful integration across a complex, multi-country environment. MM Group implemented a Talent Intelligence Platform to unify its talent strategy after the acquisition. The rollout was deployed across 22 sites spanning 11 countries and supported 7 languages. This approach helped HR better understand workforce needs and manage integration at scale. MM Group integrated more than 20 work sites across 11 countries into its talent strategy. Time to hire decreased by 42%. The rate of applicants increased by more than 30%. The platform was launched across 22 sites, 11 countries, and 7 languages in 5 months.

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EY needed to make skills-based work practical at enterprise scale. Many employees, including a majority under 35, prioritized skills growth over job titles. Traditional visibility into employee capabilities made it hard to match people to opportunities beyond existing manager networks. EY integrated AI-driven talent intelligence into its EY Careers program to support a skills-first approach. The program enabled skills-based talent development, career mobility, and workforce planning. Employees gained visibility into the skills needed for current and future roles, along with actions to develop those skills. The effort resulted in broad adoption of skills profiles and role mapping across the firm. Employees reported that skills profiles helped them think about skills and development. Across EY clients using the platform, outcomes included productivity improvements, lower attrition, and improvements in cultural change.

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Amdocs, a global telecommunications software and services provider with 30,000 employees, needed to find and retain talent more effectively. The organization faced pressure to fill roles with the right skills while also helping employees develop and grow their careers. It needed more agility in identifying and mobilizing talent across the business. Amdocs implemented an AI-powered Talent Intelligence Platform for both talent acquisition and talent management. The company used Talent Acquisition Hub and Career Hub to improve how it found candidates and supported internal career growth. The approach enabled a more skills-driven way to match people to roles and opportunities. Amdocs improved hiring speed, delivering a 40% improvement in time to source and a 20% improvement in time to hire. Internal movement increased, reaching 48% internal mobility up from 38%. The company also filled 40%+ of positions internally, helping it become more agile in placing the right skills into roles.

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Arcadis, a global design and consultancy firm with 36,000 employees across 70 countries, recognized a need to shift to a skills-based organization. The company aimed to improve employee retention while providing more flexible career pathways. It also needed more targeted upskilling and reskilling to support employee growth. Arcadis took a measured approach to deploying a talent intelligence platform. The implementation was intended to provide a clear view of skills across the organization. It was also used to support employee learning and growth opportunities and to help shift the company toward modern workforce planning. Arcadis selected the solution for its end-to-end talent lifecycle management and depth of talent intelligence to support data-driven decisions. The initiative drove broad adoption and usage across the workforce. Employees commenced thousands of courses and received project assignment support through the platform. The program also supported the shift to skills-based work and enabled more structured visibility into workforce skills for planning and development.

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Boston Scientific needed to modernize recruiting for its 48,000-employee workforce. Recruiters previously relied on siloed spreadsheets and lacked candidate relationship management. This fragmentation limited visibility into candidates and made it difficult to build and nurture talent pipelines. Boston Scientific implemented a talent intelligence platform to centralize recruiting and improve candidate engagement. The solution used AI-driven role calibration to help define ideal candidate profiles. It also enabled AI-recommended jobs on the career site to better match visitors with relevant roles. The company completed a global rollout within six months. The AI-recommended job experience helped drive higher application completion on the career site. Application conversion improved significantly, delivering a measurable lift. Boston Scientific also established hundreds of talent communities to strengthen its candidate pipeline. The organization completed the rollout across its global workforce within six months.

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Ubisoft’s traditionally low attrition began rising due to a perceived lack of mobility. Employees lacked a clear way to see opportunities across teams and countries. This limited their ability to pursue new roles internally and contributed to increased attrition pressures. Ubisoft implemented a talent marketplace to help employees discover internal opportunities across the organization. Employees could search across teams and countries to identify roles and projects that matched their interests. The rollout followed a phased approach, starting with one project, expanding to one studio, and then scaling globally. The talent marketplace reached 55% employee adoption. It was launched in 28 countries within 6 months. The program gave employees greater visibility into internal opportunities across global studios.

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Vodafone wanted to build an agile and diverse workforce with a skills-centric talent strategy. However, it had little visibility into the skills within its talent community. That lack of insight made it difficult to execute strategic recruiting and workforce moves at global scale. Vodafone reviewed 40 vendors to address the visibility gap and select the right approach. It implemented a solution that provided a unified view of skills across its global talent community. This supported strategic recruiting as well as upskilling, reskilling, and redeployment. Vodafone reduced time to hire by 50% and reduced costs by 40%. Candidate NPS increased by 101 points. Recruiters also saved 16 hours per week in sourcing per recruiter, accelerating sourcing capacity and improving efficiency.

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Coca-Cola Europacific Partners’ internal engagement surveys showed employees felt growth opportunities within the company were limited. The issue stemmed from a lack of visibility into opportunities rather than a lack of roles or development paths. At the same time, the organization needed a better way to identify internal talent and understand workforce skills at scale. CCEP introduced a digital talent approach by implementing Talent Management and a Career Hub in 2022 for employees across 31 countries. The team used talent data from across the company to improve visibility into skills and opportunities for employees, managers, and leaders. They identified 100 critical skills and mapped 4–5 skills per role to support learning, career growth, and internal mobility. The rollout increased the share of employees with talent profiles from 2% to 80%. Adoption reached 90% among 20,000 employees on the system, and employee engagement scores increased by 6 points in one year. Employees with talent profiles were 3x more likely to move internally, and the organization created 500+ succession plans digitized with talent data and broader access to talent across the company.

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Forvia needed to attract top digital talent and increase sourcing efficiency to support its transition from a traditional manufacturer to an automotive technology company. Its recruiting approach had to scale across a global organization while improving the candidate experience. The company also aimed to strengthen its employer brand while expanding access to higher-quality and more diverse applicants. Forvia implemented an AI-powered talent acquisition solution to transform recruiting processes across the organization. The deployment focused on elevating the employer brand, improving the candidate experience, and developing new sourcing strategies. The rollout also enabled recruiters to shift toward more productive, strategic work by using more automated, data-driven workflows. The deployment opened new sourcing channels and increased applicant quality and diversity. Forvia improved conversion performance on its career site and realized measurable productivity gains in sourcing. The company also generated cost savings over two years through virtual fairs, event management, and campaigns.

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Deutsche Telekom had multiple standalone solutions for project staffing, with each organization driving its own processes and tools. Resources were not optimized across borders or business units. Finding the right employees required too many manual steps. Since 2021, Deutsche Telekom partnered to implement Resource Management for project staffing. The implementation applied deep-learning AI to project staffing workflows. It enabled skills-based, company-wide resource allocation. The approach delivered company-wide resource allocation across borders and business units. It supported faster project staffing by matching skills with AI. It also eliminated legacy system silos, enhanced recruiting efforts, and created a new career development avenue through a growth hub.

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Activision Blizzard faced fragmented recruiting operations across multiple systems. Recruiters struggled to reconnect with past applicants and unlock value from historical candidate data. Candidate information was difficult to index and search across tools. This limited visibility into existing talent pools and slowed hiring. Activision Blizzard consolidated three separate CRMs and three ATSs into one ecosystem using Workday Recruit alongside an AI-powered talent platform. The implementation connected recruiters with historical candidates who had applied up to seven years earlier. It also made their database of almost one million candidates indexable and searchable. Recruiters used skills adjacency insights to support cross-industry hiring. Activision Blizzard achieved 41% of new hires through talent rediscovery. Recruiters leveraged a seven-year candidate history to re-engage prior applicants. The unified ecosystem supported 150 users working from the same connected environment. Consolidating six systems improved access to a searchable talent database and enabled cross-industry hiring through skills adjacencies.

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Cloudflare, in hypergrowth mode approaching its 2019 IPO, received over a million applications per quarter. It took about four months to hire one employee. With limited talent acquisition resources, thousands of applicants sat in the ATS without a way to curate by skill sets. Cloudflare implemented a talent acquisition platform to streamline sourcing and hiring at scale. The solution enabled the team to better curate large applicant volumes by skill sets. It also became the organization’s de facto diversity-sourcing platform. Cloudflare achieved 30% sourcing productivity gains. The team efficiently managed 1 million applicants per quarter. The time to hire improved from the prior four-month cycle, and the intern program doubled during the pandemic.

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