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.

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.

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.

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.

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.

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.

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.

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.