Who might we lose?
Retention risk is usually visible only once it’s too late.
Workforce Intelligence
Know where you’re
strong, exposed, and falling behind
See how your workforce capabilities compare to the market, uncover critical skills and talent risks, and know where to act next.
The workforce is changing faster than
companies can respond
39%
of workers' core skills are expected to change by 2030
63%
of employers say skills gaps are a major barrier to transformation
85%
of employers plan to prioritize workforce upskilling
Source: World Economic Forum, Future of Jobs Report 2025
Every shift creates questions leaders have to answer
Without evidence, companies answer these questions too late, on instinct, or not at all.
Retention risk
Capability exposure
Where are we exposed?
Critical skills can sit with one or two people, and leaders rarely see that concentration.
Growth and mobility
Who can we grow or redeploy?
Promotion and mobility calls are still driven by instinct rather than skills.
Build vs. buy
Do we develop or hire?
Teams struggle to compare the cost and feasibility of developing their talent against hiring externally.
Answering these questions helps you decide where the next dollar of workforce investment should go.
Connect your workforce with the market
By combining internal skills data with the external market, you get the evidence
layer between the business question and the workforce decision
Your workforce
See your capabilities
Roles, skills, and proficiency across individuals, teams, and the entire organization.
+
The market
Benchmark externally
See where you're ahead, where you're thin and where you're falling behind.
=
Intelligence layer
Surface what matters
Identify meaningful gaps, risks and opportunities based on the comparison.
Here’s what each one looks like when the evidence is in front of you.
Four questions. One source of evidence.
01
Retain
Protect the capability you can least afford to lose
Some critical skills sit with a handful of people, and the market may value them more highly than you do. Losing them costs the business far more than the role suggests.
The question
Which capabilities would hurt most to lose?
What you see
The skills that sit with too few people, and which employees are a flight risk
The move
Target retention where risk is concentrated, not across the board.
02
Develop
Grow the capabilities you already have
Most organizations can’t see where their capability gaps sit or who could fill them, so development and promotion decisions are driven by instinct.
The question
Which gaps can we close by growing our people?
What you see
What each role actually needs versus the skills your people hold, and who is ready to step up.
The move
Build development plans against the gaps that matter most.
03
Redeploy
Move talent to the work that matters now
Priorities shift faster than headcount plans. The people you need are often already inside the business.
The question
Who could do the priority work today?
What you see
Employees who are a good fit for internal moves, with a readiness score.
The move
Fill priority roles internally, directly or through targeted upskilling.
04
Hire
Hire only what you can’t develop
Hiring is often the slowest and most expensive route. It should be a deliberate choice, not the default one.
The question
Where do we need to hire externally?
What you see
Which critical skills are scarce internally, and where external demand is rising.
The move
Hire for the capabilities you can’t develop or redeploy internally.
Start with the priority.
We’ll bring the evidence.
We’ll show you where you’re strong, where you’re exposed, and where the market is moving without you.
Workforce Intelligence FAQ
What is Workforce Intelligence?
Workforce Intelligence puts your people, your roles, and the outside market on one shared skill scale. You can see where the gaps are, plan who moves where, and know how you compare. It answers three kinds of question: what each role needs and what your people actually have, how your people compare to everyone else doing that job, and what the market is asking for that you don't have yet.
How is it different from an HRIS or a spreadsheet?
An HRIS records who sits where. Workforce Intelligence tells you what that means. It holds a level for every skill a person has, compares it to what their role needs and to what the market expects, then ranks the result: who is ready to move, where you're exposed, and whether to develop someone or hire.
Where does Workforce Intelligence get its data?
Two places. Your own Job Architecture data gives us your positions, the skills they need, your teams, and your people. The Data Graph, our external reference to the global workforce, gives us the outside view: public professional profiles and live job adverts. Your data tells us what a role needs and who is doing it. The Data Graph tells us what the market expects, how common a skill is, and what employers are currently asking for.
What is key-person risk?
Key-person risk is a skill that several of your roles depend on but only one or two people actually have. We rank those skills by how exposed you are, show who holds them, and suggest the people closest to being cross-trained. The useful part is that it names people, not just skills, while there is still time to act.
How does build vs hire work?
For an open role, we weigh how ready your closest internal people are against how easy each required skill is to find outside, and flag the one that will slow a search down. We don't put a timeline on either path. You get how ready each person is, exactly what they would need to learn, and how easily they could learn it from what they already know.
What do demand, rarity, and scarcity mean?
Demand is how often a skill appears in job adverts for a particular kind of role. Supply is how few people have it. Scarcity is the two together, in plain language: "three times scarce" means employers ask for it three times more often than people have it. Scarcity is the one to act on. A skill almost nobody has and almost nobody wants is just obscure.
How is flight risk calculated?
Flight risk comes from the Data Graph and reads patterns in how long people stay in jobs like this one. For a given job we compare how long people usually stay in comparable roles, matched on industry, standardized role, and seniority, against how long this person has been in theirs, then do the same with the market rate for the role. Time in role counts for about twice as much as pay. The result is a score in five bands, from Very Low to Very High. Read it as a pattern, not a prediction about a person.
How does it support internal mobility and succession?
Everyone is scored against every position, not just their own. That surfaces people who would fit another role better than the one they're in, and builds a ranked bench of successors for each position, sorted by how ready they are. You see who you could promote before you go looking outside.
Can we use it to decide who to make redundant?
No. Workforce Intelligence is for developing people, moving them, and planning ahead. It holds no performance or conduct data, and it isn't built to select people to let go. Choosing individuals for redundancy is a legal process that differs by country and needs documented criteria and qualified employment law advice. If you're planning a reduction, bring in Careerminds outplacement and your own counsel.
Does it use gender, ethnicity, or pay data?
No. Workforce Intelligence works from skills, what your roles need, seniority, and what the market is asking for. We never touch your payroll. The flight risk score uses a market rate for that kind of job, worked out from outside data, which is a benchmark for the role rather than a fact about what anyone earns.