Building a Skills-Based Talent Architecture & Employer Brand Transformation

The Context

Learning and talent management are no longer limited to assigned roles and completion hours; they are becoming skills-based. At the same time, the organisation’s future pipeline requires attracting digital talent.

The Challenge

Establish a structured process to review skills, evaluate individuals and track them over time by introducing Oracle Dynamic Skills, while connecting industry skills requirements with fresh graduates to build the right ready-talent pipelines.

My Role

I led the Oracle HCM and Dynamic Skills implementation, developed and integrated talent analytics using Oracle OTBI, and educated people managers on using the solution effectively. I also designed employer-brand programmes and events connected to the same talent challenge.

The Approach

• Integrated 746 competencies into the skills architecture.
• Used Oracle HCM Dynamic Skills and talent analytics to support workforce visibility.
• Revamped employer-brand programmes and supported Ennovators 6.0 and 7.0.
• Launched Womentor, a specialised mentoring platform for female STEM students.
• Revamped the existing internship programme and renamed it Digitalyst to connect with the company vision.

What Changed

746 competencies were integrated into the skills architecture. Employer-brand social channels saw 38% annual reach growth. Ennovators grew into a major national digital ideation competition, themed around AI and engaging 35,000+ participants across editions 6.0 and 7.0.

What I Learned

One of my strongest lessons was the importance of connecting every talent or technology solution to a clear outcome, rather than measuring effort alone.

Key Insights

• Link skills architecture with talent decisions.
• Keep analytics grounded in workforce needs.
• Connect employer brand with the talent pipeline.