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Donovan Mattole, CHRO at Langan

Key Points:

Langan’s business model makes skills a bottom-line issue, job readiness directly affects utilization, billability, and how fast new hires become productive.
The biggest gap is not qualifications, it’s capability, many new grads can pass exams and use tools, but struggle to interpret real work and apply judgment in context.
Langan accelerates readiness through an intensive first 6 months, a buddy coaching system, and a stronger focus on power skills, then protects that investment with clear career paths because competitors target talent at the 3 to 5 year mark.

Key Points:

Seagate is redefining job readiness by linking learning, performance, and workforce capability directly to business outcomes and growth priorities.
The shift from traditional L&D programs to skills-based development requires real-time visibility into capability gaps and future skill demand.
Enterprise performance improves when learning is embedded into work, enabling leaders to build adaptability, not just functional expertise.

Key Points:

Deutsche Telekom is treating job readiness as a business metric, because faster project cycles and rising expectations are exposing how quickly skills go stale.
The definition of “job-ready” is shifting from “can you do the job” to can you adapt as the job changes, prioritising learning agility over static qualifications.
The teams moving fastest are changing how they assign work and develop people, using skills signals to decide who gets staffed, who gets stretched, and what gets built next.

TD SYNNEX realised skills-first was not optional when growth and demand made it harder to staff work with the right expertise, even with “filled roles.”
The first signal was not a headline or a strategy deck, it was day-to-day friction, projects delayed, teams stretched, and capability gaps roles did not surface.
Momentum came from shifting talent decisions from role-based to skills-based, enabling smarter internal movement before defaulting to external hiring.

To make skills-first real, 365Talents had to let go of legacy thinking, rigid job descriptions and the assumption that tenure equals readiness.
What changed was not the learning content, it was the operating model, moving from training plans to capability building tied to real work moments.
Top teams improve readiness by making skills visible in the flow of work, then reinforcing them through coaching, practice, and clear expectations.

Docebo prioritises skills based on two forces, what the business needs now, and what will keep the workforce resilient later.
They balance depth and flexibility by separating skills into “must-have today” versus “build for next,” preventing over-indexing on short-term demand.
The strongest signal is how talent decisions change, skills-first shows up in who gets assigned, who gets moved internally, and what capability gets invested in before it becomes urgent.