A leading US-based healthcare and insurance provider, with an employee base of 77,000 and an additional 35,000–40,000 contingent workers, was grappling with significant workforce challenges.
Skill Collective was engaged by the organisation’s newly appointed Chief Learning Officer (CLO) to deliver a three-phased programme focused on:
- Providing strategic advisory services to fix career pathing
- Creating clear skill-to-role mapping across 6,000 roles
- Building the foundations for a scalable, skills-powered technology ecosystem
The organisation was undergoing rapid transformation. Following the pandemic, business growth had surged – but the underlying operational structures, from customer service to technology, had failed to keep pace. Employees were eager for career development, yet pathways were unclear. Although the organisation had deployed platforms like Phenom to enable internal mobility, it lacked the foundational data and clarity to make career development meaningful and actionable.
At the same time, major HR transformation was underway. A new Chief Human Resources Officer (CHRO) was restructuring the HR function, removing layers of leadership, and introducing newly defined roles across Talent Acquisition (focused on high-volume hiring), Talent Readiness (Talent Management), and Learning – now led by a CLO driven to create a skills-powered learning culture across the organisation.