"From a people strategy perspective, we asked ‘how do we maximize everyone’s potential?’ And that’s where the concept of the talent marketplace fits in very beautifully."

"Our employees take ownership of their careers, and our business creates value and drives innovation for our customers."

"We wanted our employees to be empowered to collaborate and drive their own skills and careers, to prepare them for the world both within and also beyond HSBC, developing confidence, curiosity, and competency."

"The NPS we track through the system is at 60, which is really an all-time high, and the employees really love it."

"We saw that having a talent marketplace was a wonderful way to enable us to talk more broadly about development through every lens, and obviously Gloat is a massive part of that for us.We saw that having a talent marketplace was a wonderful way to enable us to talk more …

“The benefit of the talent marketplace has been the fact that opportunities are more democratized. People are able to put their hands up for opportunities that before they just wouldn't have seen.”

"With Unlocked [powered by Gloat], we can collaborate across regions, uncover new ideas, and challenge assumptions. [Gloat] is allowing us to open up the boundaries of our teams and expand our talent reach–to ultimately grow and develop with each other."

“Talent development has to be agile, continuous, and team driven. InnerMobility by Gloat is a game changer for enterprises that want to stay relevant in the ever changing workforce of tomorrow.”

"The leader in the market is Gloat. Gloat helps people find the best possible work for the skills they have and the skills they want.”

״Gloat’s technology delivers real results to global enterprises, allowing them to quickly reallocate resources and increase workforce agility.״

"Right from TVS Motor’s inception, there has been a saying that the group believes in “making ordinary people extraordinary”. And the way talent management practices have evolved in TVS as a group is very different from the cliched way of looking at talent management."

"We’re giving people a view to the possibilities. To be able to say, these are the skills I have, these are the skills I aspire to build, where in the organization can I go using my skills as fuel? That’s much more valuable than having a perfectly planned out linear …

“We’ve seen people apply and be considered for work that they’ve never heard about. They’re seeing and being seen and that’s a huge employee engagement driver. And now on the other side of it, on the demand side of it, we’ve seen work owners now accessing talent that they never …

"We had to think about more impactful, more up-to-date, more contemporary ways that would encourage our employees to grow their skills and meet our future needs."

"We have 5000 people at Spark. All of these people could potentially move internally. While this hasn’t been done at scale previously, there is now a burning platform to make the most out of the talent already in the business, both in terms of retaining skills, but also in terms …