POV
Sit through any board-level discussion of workforce and listen for the unit of measurement. It's almost always headcount. How many people do we have. How many are we hiring. How many are leaving. How many can we get to a new region by Q3. How many fewer
Feature Updates
There's a category of writing about workforce strategy that doesn't really exist right now. Not the white papers — they read like product brochures with footnotes. Not the LinkedIn thought-leadership economy — too much of it is the same idea recycled at three lengths. Not the analyst
POV
A commercial pilot can hold a 737 type rating and not be legally allowed to fly a 737 today. Type rating says she's trained on the aircraft. Currency says she's flown three takeoffs and landings in the last 90 days. The first is permanent. The second
POV
The annual engagement survey runs in March. Forty questions, fifteen demographic cuts, a board-deck readout in May, a senior leadership debrief in June. The "engagement score" moves three points, plus or minus. The slide deck goes into a shared drive. Mid-year reviews start, performance cycles spin
Skills Based Organization
The single most expensive sentence inside a professional services firm is "we don't have anyone available with that experience." It gets said in staffing meetings, in proposal reviews, in week-ahead resource calls. It usually means one of two things: the people who could do the
industry
Walk a manufacturing floor with a quality manager and ask one question: which of your operators is currently qualified to run cell 4 on the day shift, and against which revision of the work instruction? You'll get one of three answers. The first is fast and confident, from
POV
The HRIS sales team will tell you their suite handles skills. The LMS sales team will tell you their content library handles skills. The talent marketplace will tell you their AI infers skills automatically. Everyone in HR tech sells skills now — because the buyer asked for them, because the analyst
Feature Updates
Today we're announcing the most significant version of SkillsDB in the company's 18 year history. Not a release. Not a redesign. A rebuild — every line of the product, every part of the data model, every workflow — engineered around a single argument we'll defend on
POV
Open the homepage of any vendor selling into HR right now and you'll find the word "platform" everywhere. Skills platform. Talent platform. People platform. Workforce intelligence platform. The word has done so much work in the last three years that it's stopped meaning anything.
POV
We recently landed our SOC2 Type II report and refreshed our GDPR posture. Both live in the Trust Center now, alongside the documents procurement teams actually need: DPA, sub-processor list, SLA details, security questionnaire, audit summary. The boring stuff. The stuff that doesn't make it into a
POV
We started building skills software in 2008. Eighteen years of history and the pattern that surprises me most isn't about features — it's about which vendors earn long-term trust, and which ones quietly get cut at the first re-org. The list is short. Most don&
Resource Planning
Most board meetings used to have one workforce slide. Total headcount, attrition rate, planned hires. Maybe a slide on DEI or engagement scores. The conversation was about cost. That conversation is changing fast. In 2026, boards are pressing CHROs on capability — what the workforce can actually do, where the strategic