Show Notes
How do the world's most forward-thinking organisations use skills intelligence, market intelligence and work intelligence together to stay ahead?
In this episode of the Digital HR Leaders podcast, host David Green is joined by Mik Wornoo, co-founder and President of US at TechWolf, to explore how organisations are using three signals together to build a strategic workforce planning strategy that can keep pace with AI, and what that looks like in practice.
In this conversation, David and Mik discuss:
What skills intelligence, work intelligence and market intelligence each bring to strategic workforce planning, and why all three matter What work intelligence actually means in practice, and how decomposing work into tasks is changing how organisations understand the impact of AI on their workforce How AI is actively reshaping roles right now, and what that means for strategic workforce planning, job architecture and redeployment Real-world case studies from organisations using all three signals to make smarter workforce decisions and align their people strategy with their AI strategy What it actually looks like to get started, and why the barrier to entry is lower than most HR leaders think
This episode is sponsored by TechWolf.
The world of work is being rewritten faster than HR systems can keep up. Skills age in months. Roles get redesigned quarter by quarter. CHROs have quietly become AI transformation leads, and the data they need to lead it doesn't exist in any HR system.
That's why the world's most forward-looking enterprises such as HSBC, AMD, T-Mobile, GSK, ServiceNow, Pfizer, have built on TechWolf.
As the data layer for the AI era of work, TechWolf gives enterprises the skills, they need to move faster and lead with confidence. Skills Intelligence, Work Intelligence, and Market Intelligence, in one layer. Visit techwolf.ai.
Resources: TechWolf podcast Hosted on Acast. See acast.com/privacy for more information.
More from Digital HR Leaders with David Green
As AI makes knowledge more widely available, are organisations paying enough attention to the relationships that help people put it to work?
What changes when the people function is designed not as a collection of separate HR processes, but as part of the operating system of the company?
Your organisation has committed to an AI strategy. But what does that commitment mean for the people who have to work differently because of it?
What if the thing slowing down AI in HR isn't the technology at all, but the way the function is set up to deliver it?
As AI reshapes work, the people function has an opportunity to play a much bigger role in how organisations navigate the transformation. At Snowflake, that starts with trusted data, strong people analytics and a clear view of what technology should automate, where it should augment human capability, and what should remain human.