Bonus Episode: How Adaptive Skills and Talent Intelligence will Power the Future of HR (Interview with Loïc Michel)
How can HR build agility in a BANI World?
In a world that feels increasingly brittle, anxious, nonlinear, and incomprehensible (BANI), how can HR leaders design talent strategies that keep pace with constant disruption?
Three years since his last appearance, Loïc Michel, Co-Founder and CEO of 365Talents, returns to the Digital HR Leaders Podcast to sit down with David Green and discuss how HR can shift from reactive to truly adaptive strategies in the face of ongoing global uncertainty.
Explore how HR can build resilience and relevance by focusing on skills, agility, and AI-powered innovation. In this episode, expect to learn more about:
What a BANI world means for workforce planning and HR strategy
The concept of adaptive talent intelligence and its real-world applications
Examples of organisations leading the way with agile talent practices
Why HR struggles to move fast, and what’s standing in the way
Practical steps to implement skills-based transformation without long delays
The role of agentic AI and how 365Talents is using it to drive change
How people analytics and strategic workforce planning fit into this transformation
An “uncomfortable truth” about AI and the future of skills in HR
If you’re looking to simplify transformation, stay ahead of disruption, and future-proof your workforce strategy in a world that won't wait, this episode sponsored by 365Talents is for you.
365Talents takes a flexible, tailored approach to skills and talent management—because no two businesses are the same. Their adaptive talent intelligence solutions empower HR teams to move faster, build skills-based strategies, and deliver real impact at scale.
Want to learn more? Visit www.365talents.com
And dont forget to explore the latest thinking on skills and job architecture in this in-depth playbook:The Skills and Job Architecture Playbook
[0:00:00] David Green: Skills-based transformation, AI-powered talent intelligence, the need for HR to move faster in an increasingly unpredictable world, these aren't just buzzwords, they're the building blocks of a more agile, adaptive approach to talent management. But in an increasingly unpredictable environment, or as my guest in today's episode puts it, a BANI world, that's brittle, anxious, nonlinear, and incomprehensible, how can organisations build the resilience they need to thrive? How do they become agile? And how can they respond to constant change to remain relevant and competitive?
I'm David Green, and in this episode of the Digital HR Leaders podcast, I'm joined by Loic Michel, co-founder and CEO of 365 Talents to explore this pressing topic. It's actually been three years since Luik last joined us on the show, and when reflecting back, a lot has changed. HR technology has advanced immensely since then, but so too has the urgency for HR to evolve. That is exactly what we'll be exploring together, from what adaptive talent intelligence looks like in action to how organisations can build skills-based strategies that are agile, practical, and designed for a world that won't wait. We also discuss the role of agentic AI in accelerating transformation, explore what's holding HR back from moving faster, and of course how people analytics and strategic workforce planning fit into the bigger picture. So, if you're looking how to simplify change and move at the speed your business needs, this is a conversation you won't want to miss. With that, let's get started.
So, to kick things off, please could you share a little bit about you and also about 365Talents, what you help customers to do and also what you find maybe most interesting about the world of HR technology today as a fast-growing HR tech company?
[0:02:06] Loic Michel: Yeah, sure. Thanks, David, for having me on the show. Just a few words on 365Talents. So, we are the leader in adaptive skills and talent intelligence. So basically, we help large organisations turn into skills-based organisations. And to do so, we leverage AI and Gen AI to do three really, I would say, simple things: one is creating a common language around skills, tasks, and jobs into the organisation; two is personalise the employee experience in terms of career development; and three, simplify the everyday lives of HR. So, our platform covers different use cases, ranging from internal tenant marketplace and tenant mobility to strategic workforce planning, going through carrier development for carrier pathway, upskilling and reskilling plans that we are able to build and generate and manage on the platform.
[0:03:02] David Green: It's really exciting because I know I think when we last spoke, predominantly in I think you were focused on Europe at the time, so it's great to hear that you're expanding into North America. And I know that the drive to build skills-based organisations is, if anything, a bigger opportunity in America. And, Loic, being the CEO of a fast-growing HR tech company, what's maybe the most exciting thing about that? What's your day-to-day as a CEO of a firm in this field?
[0:03:34] Loic Michel: First, as a CEO of a tech company, in the current world, we have to think differently. So, definitely there was a period of time where you needed to be really big to serve your big customers. And now, there is a new period of time, which is really interesting, and I call it a sustainable growth strategy that we are having into the organisation. And how can we do that? Just because of two things: first, we are an adaptive and agile organisation and our customers love us for that; and two, we leveraged the new tech, and the new tech is particularly Gen AI and Agentic AI now. So, when you combine a culture of agility and adaptiveness and this tech enablement, you are capable of growing your business without the needs to hire to grow, and I think that's the main difference.
Then, in the pure HR tech world, lots is happening, skills are all over the place. We've been talking about skills for seven years. We were the only one in the crew back then, and now we are just talking in the same language, but we are having a particular angle. We'll talk about that, I'm sure. And then, skills are not enough. So, you go around this notion, you have jobs, architecture, and intelligence at the same time. You work on task intelligence, so skills, tasks, jobs. It's a whole, it's a continuum. And so, we've been investing on that to help our customers just solve real business problems, leveraging this new intelligence you can get from the workforce.
The second thing, it's more tech there again, but Agentic AI, it's definitely the next big thing. We are an AI company with an AI DNA, an AI team, and I am an engineer, my co-founder, Paul, the CTO, is an engineer with data and AI background. So, what we built was an AI company from day one. So, we have AI DNA, AI product, AI roadmap. And two years ago, we saw Gen AI coming. We ingested that, we put Gen AI in the product to solve key, I would say, problems in the experience. And we wanted to bring some efficiency in some pieces of the software. But now, Agentic AI is transforming everything. And I think it's really a big thing. Gen AI was an add-on; Agentic AI is a new thing. And it's really exciting, because we are working on many things and our customers are getting curious about it. We work with large organisations. They know they won't be able to change the way they manage their workforce and the way they integrate such technology in a matter of months and even years. It takes time, but they are really excited about it, so it's a really exciting period.
[0:06:35] David Green: Good, and you've set up the conversation perfectly because you've talked to a number of topics that we're going to be focusing on. And we will, for those listening, we will get to the Agentic AI piece a little later. So, Loic, and actually one thing I think that's really interesting from what you just explained there, I mean, really you're at the centre of three of the topics that are maybe most on the minds of Chief People Officers and business leaders at the moment, really: AI, skills, and employee experience, and you're linking the three together. So, I'm looking forward to this conversation. In your recent LinkedIn article, Loic, you wrote that we are living in a very BANI world, and BANI, just for those listening, and I know Loic will go through it, Brittle, Anxious, Non-linear, and Incomprehensible. I think we can definitely all probably reflect on the incomprehensible at the moment. How do you see current global uncertainties reshaping HR strategies and workforce planning?
[0:07:31] Loic Michel: Our vision is that when you have such a BANI world, it generates a lot of stress for the organisations and for the leaders. And under stress, we've analysed that you have two types of behaviours. The first one is immobility, so okay, I cannot move anymore, it's too dangerous, so I will just keep on having a really long-term vision, I will fix my approaches, I won't do big changes because I'm afraid of them, and I will probably do long-term investments and try to design the way for a multiple-year plan, which is kind of, in my opinion, tricky in the incomprehensible world we are in. But that's an option and some companies or leaders are maybe in a good situation in terms of business, and they have this really long-term vision, they can do that and invest in their system strategy and even HR tech strategy in that way.
The other behaviour is action. You know you need to adapt quickly to changing business needs, to change in your workforce with a change coming in, for example, you need to adapt to a changing business environment and your cost structure. So, with that, basically you are thinking differently the way you need to articulate your whole HR tech, because it's probably more something of looking for combining agile pieces of software that you can probably adapt more efficiently, or that will adapt more efficiently to your changes. So, I like to say, like, five years ago, you could not get fired for investing over a five-years-long strategy with one big ERP, core HR system. I don't name them, but you could not get fired for that. I think in the world we are now, you can get fired for that, saying, "Oh no, I will invest all our energy and plan in the rollout of a full solution that will cover all our needs, that we've mapped in a really concrete brief now. And it's going to be fine, we won't have to move". I think it's really risky to go this way. So, more agility, more capacity to adapt different systems and technology to your HR needs and business needs, I think that's the real power of the adaptive talent intelligence we are talking about.
[0:10:17] David Green: Yeah, and it makes sense. I mean, when you look at studies from the likes of the World Economic Forum, which obviously they published their Future of Skills Jobs recently, I can't remember the exact stat off the top of my head now, but it was like 40% of skills of the average worker are going to completely change over the next three to five years. So, we do need to be agile, we need to be agile as employees, as workers, we need to be agile as managers and we need to be agile as companies.
[0:10:43] Loic Michel: You know, these numbers, we've seen them for four years, but I truly believe there is a big change now in the world economics, in the world geopolitics, and in the technology space as well with this agentic thing. I think it's true that we can say that not in five years from now, but in one year from now, there will have been some major changes in all these areas, including technology again, but Agentic AI. So, when 74% of the employees say they think they will need to reskill with this new tech coming, that's for sure. And when 68% or 70% of the leaders say they think they will have to adapt their workforce to a changing need of skills and capabilities with this new technology coming, that's definitely true. So, I think it's true more than ever, definitely.
[0:11:41] David Green: Loic, you talked at the start, you mentioned adaptive skills and talent intelligence. Could you share what that means in practical terms for our listeners, and how it can help organisations better respond to these rapid changes that we've just been talking about?
[0:12:47] Loic Michel: You know, as a skills-first HR tech provider, we really believe customers and HR leaders need to work on adapting their skills and job framework systems and capabilities. There is no one size fits all. They need to be able to adapt that. And even to adapt that, like I would say globally, saying that it's not only skills versus jobs, it can be tasks, so it needs to be comprehensive. So, having a system, a framework, an architecture that is capable of evolving is essential. Second is adapting to new talent use cases. It's not like, okay, we want internal mobility and we want career ladders, career pathways. We probably will be creating new ways of working, new ways of collaborating, new ways of practising your skills or upskilling your skills in the learning space. It's so true that there are many ways to upskill or rescale. So, you need to be able to adapt to new use cases, to test new ones, to activate, to deactivate, because the businesses will have different needs. So, it's not done for all, it needs to evolve, and you need to be able to leverage your tech and your providers and experts, like all your counterparts.
The third aspect is integrations. You need to adapt to your ecosystem, which as we said, is moving fast. You are integrating new technology, new stacks, new stuff, so integration needs to be able to adapt that. So, you need really good foundation in integrations and really good capabilities. Then, you need to adapt to this new tech coming, Gen AI, Agentic AI, how is it in terms of governance, in terms of compliance, in terms of ethics, in terms of security. So, on that at 365Talents, we were awarded ISO 42001, which is dedicated to AI management systems, which is something really, really new, and that says a lot about how to adapt to integrate this new tech. And finally, you need to adapt your methodologies, and you need to leverage, again, your providers, to be able to adapt to your particular needs and not have a too strict approach on how you want to implement everything. I would say that's a combination of capabilities to adapt to something and to adopt new things. So, you need to adapt, to adopt, to adapt, to adopt, to adapt, to adopt. And then, you have something which is comprehensive and that makes you more agile and more capable of coping with the current situation.
[0:15:38] David Green: Yeah, that makes a lot of sense. And obviously, you're working with some very large companies. Are there any companies that you see that are doing this well, that they are adapting and they are adopting as well, maybe that our listeners can learn from and maybe act as role models too as well?
[0:16:00] Loic Michel: Some really concrete examples, like our customers, Saint-Gobain, a big manufacturing and utilities company, they are tackling some really concrete business challenges in particular areas of the business as well. And for example, they needed to be really more knowledgeable on what's the skills and capabilities and strengths and weaknesses of their R&D staff. So, they just needed to be really quick on identifying where are the gaps and how to solve these gaps. But first thing first, they needed the skills and job architecture. So, a few years ago, when you needed that, you would say, "Okay, let's turn to a consultancy company and let's build something that will probably take months, and then it's going to be hard to implement and we'll need to iterate". And now, with an AI-powered approach that we provide, a skills and job architecture can be created in a few weeks. So, we reduced by 25% the time required for that. So, that's a small piece of what technology can bring today, but that's a really efficient one. So, once you have that, then they are able to go at the board level conversations and the R&D leaders can say, "Okay, now we know what are the skills and how it's structured with the jobs, and now, we can talk with all the other business leaders and see how we can collaborate". So, that's one cool example.
SNCF, the railway company in Europe, I think it's probably the biggest in Europe, with 150,000 employees, from the trains to the engineering centres, to the marketing departments, so really comprehensive organisation. They wanted to turn into a skill-based organisation three years from now. They invested in our solution, they integrated the solution within the whole ecosystem, and now they're having some amazing results. They are more efficient, they are making some really big savings, because they had people on the bench that are not on the bench anymore, they were leveraging external resources for some internal project. They saved €100 million just on this use case. So, it's definitely worth it. So, I think they demonstrate that really well.
GE Vernova, so General Electric, the new branch in the energy space, environmental space, they used to have a solution to help them with short-term assignments and staffing on gigs and internal projects, just looking for efficiency. So, that's a really concrete business use case. And they turned to 365Talents. So, it's based in Boston and they cover the US, they have people in Europe and in India, and they just wanted to have a more adaptive solution to identify skills and capabilities and match them with the needs of the businesses. So, that's a really cool one as well. And then, traditional use cases, that skills-based approach can allow internal mobility for new business transformation, like at Alstom, at Veolia in the energy space, TotalEnergies as well, they are turning to new types of energy providers, they need to reorganise the whole company so they need to do it on a skills-based and capability-based approach, so it's a good example as well.
[0:19:38] David Green: What do you think, firstly, do you think HR is ready to start moving faster? And if not, what do you think is holding them back?
[0:19:46] Loic Michel: I think they are getting ready. Like, you know when we met three or four years ago, when we mapped our personas and our ICP in the company, we said, "Okay, what are the good buyers of our solution and our vision?" There were a few, a few of them, like the trailblazers, the ones that really wanted to try something new and go for it all in, or testing, doing some POC, so it was still an innovation thing. Now, I would say the companies that want to do it are 80% of the world market. 20% are still probably lacking something and they are not ready for that. Or they don't need to, I don't know, because of their business, they don't need to change that fast, they don't need to work on that, or they have five years plan to do so, fine.
But for the rest, I talk about enterprise, so 5,000-plus companies, I think they are ready, but then they don't really know how to start. And what they lack, that's a good question. I would say they can often lack the essential aspect, which is a business problem to solve. So, if you don't know why you are doing it, then you will just have a top-down approach saying, "Okay, we need to be a skills-based organisation and we need to transform these HR use cases and boost internal mobility". But if you don't know why, I think it's not worth it. So, you're just creating a problem with your solution and not solving problems with your solution.
So, the CEO of a big bank in the US told me recently that she doesn't want to be the fireman where there is no fire, and I think that's exactly that. So, she said, "Okay, we can be skills-based, but let's say we have people in the AI and data business of our organisation that are lacking some resources and profiles", and they try to find pure data engineers in Python when they posted some jobs on the market. Let's say, okay, maybe you need to have a more skills-based approach to do that so that you identify exactly some other profiles that are not labeled this way, but can cover your needs. So, this is a problem to solve, then there is a solution and it's a skills-based approach.
So, lacking a business program to solve, I think it's the first. The second would probably be their maturity, but I think that point is getting better because you have new tech and new capabilities and you can leverage Gen AI, generate content, you can have agents that help you bring benchmarks from your industry in your systems. So, I think nobody can say we have no data, we don't know where to start, because you can really get some and we bring some with our solution, that we curate different algorithm and capabilities and we have the benchmark and we are here to help them start.
Finally, I would say they would lack governance, and I think that's probably the biggest one, the biggest problem, when you don't know how these skills have been managed for years and you have to design something new. So, we work with Orange, for example, in Europe, in France. They are preparing to scale on 125,000 employees. And the skills governance is really significant, because they have these different business, different GEOs. They have been doing something one way, they know they are switching to another way with AI and with a new model, and that's a big change to leverage.
[0:23:43] David Green: What are some of the practical ways that the HR leaders can implement change without getting stuck in long drawn-out processes? And I think the technology is helping that process to be quicker now by the sounds of it, focusing on the business problem that you talked about, but what are some of the other things that you've seen work?
[0:25:10] Loic Michel: Yeah. I mean, we covered pretty much by saying that governance and a business challenge to solve are the two core elements. So, you need to have a vision on how it's going to work. So, how it's going to work from a governance perspective, who is going to lead, who is going to decide, and how you want to synchronise the inputs from the market, the inputs from your businesses saying, "Hey, we have new skills emerging in this area. We need to invest on this one". You cannot be there and say, "No, the governance is, you won't be able to integrate these new skills in our vision before the next committee, which is in six months". It doesn't go with the adaptive approach that we want to push for. So, you need to adapt that, but you need to have some rules that are set clearly. And then you need to have, and lucky for you, you can have some really concrete business areas where you want to have an impact. So, you don't need to have necessarily a global thing. Like Saint-Gobain, we talked about the R&D department. They are doing their thing on their own, but they know they will be able to interoperate what they have with the other systems, which is probably it's a core HR talent suite, and they will be able to enrich this talent suite with this new insight as well.
So, it's a business challenge to solve, governance, and then going step by step. And often the first, and that was the central element we covered, do not be afraid of your data availability, because now you can get ready really quicker than ever. And that would be probably a good transition on Agentic AI, because we have some really cool stuff on in that particular area of skills and job architecture that took months. Now, they can take weeks, it's AI powered. We help you leverage your data on jobs and skills information plus external data. We do launch and orchestrate different types of algorithm and treatments and models. We do some back and forth with you, and at the end, you have a really consistent skills and job architecture. You would have paid probably a million to get in another way that I don't criticise, but it's another way. But it needs to be good data. So, you need to have some good treatment and good back and forth and validation. But the data is easier to get.
[0:27:46] David Green: Let's dig into that a bit more, because I'm definitely intrigued and I'm sure our listeners will be, about how Agentic AI, you're building it into the solution at 365Talents, and how it helps organisations to move through their skills transformation quicker and cheaper, more efficiently by the sounds of it. So, you've developed your own Agentic AI agent at 365Talents. So, how does this help with building a skills-based organisation?
[0:28:17] Loic Michel: Our vision at 365Talents on Agentic AI is it's a real thing, okay? So, it's not marketing that you can add on top of what you are doing on the side. But to be able to engage in this new, real, big thing, you need to have the foundation. You need to be able to solve the real problems of the real HR on a daily basis, because otherwise just preaching for a new world, which is not there yet. So, you need to have good foundations on really concrete use cases. And when we talk about, our background and experience in talent mobility, career development, workforce planning, definitely we are talking to real customers that have real concrete HR challenges that you cannot solve with a new tech. That being said, our vision is that Agentic AI is bringing efficiency. So, in our product, we've just worked on mapping all the jobs to be done by the different personas using our product and say, "Okay, for each of these jobs to be done, where can we gain in efficiency and how an agent could help us or help the customer, either it's an employee or a manager or an HR, how can an agent help this person do this job faster in a more efficient way?"
So, we have back office and foundational agents that work on skills inference, like resumé or summarise some resumé and extract info to put that in other system. And it was a real business base before, like CV parsing was a space with pure providers and it was hard to do. Now, you can build your agent that use any PDF picture and transform that into a structured data set, which is amazing. And we natively created this kind of agents. But now, for our use cases in a product, we have career advisor, talent scouting, future skills analyst, strategic workforce planning, gap solver. So, all the jobs to be done and that are done in our product are getting powered by an agent or improved by an agent. And on a particular example, like I mentioned Saint-Gobain, so we had them reduce by 75% the time spent on building a skills and job architecture, from months to weeks. Okay, so it's AI powered. It's the way we do it, and we've been doing it for a few years.
But we go now further and we prepare this agent, which is capable of orchestrating all these treatments that I was describing, in full autonomy, or not full, but high autonomy. So, then you are able to reduce by 86% more. So, you go from weeks to days. So, it's a total of 96% reduction of time spent to build your skills and job architecture. And this is exactly what we want to do and to solve. You are an organisation of a few thousand employees, you need to build your skills and job architecture. You just come to us, give us what you have in terms of data. We launch the agent, looking for the good things. The agency is asking for benchmarks at the same time, getting the data, organising all of that and understanding what the customer is looking after in terms of overall architecture and structure of this data. And then, it provides you exactly what you were expecting in a matter of days. So, that's, that's amazing. I think that's really it.
[0:32:02] David Green: Where do you see the role of people analytics and HR going around this topic?
[0:32:09] Loic Michel: That's a good question because we are definitely really interested into the agents applied to data management and visualisation and workforce planning. Why that? Just because our belief was, and is, that on people analytics and workforce planning, it's hard to know exactly what the user is expecting at the end. So, you just work for hours and days iterating on the exact good interface to provide the exact good data, and then you design your graphs and everything.
I think with Agentic AI, you are kind of limiting the impact of the UX, because it's built just to personalise the experience for the user. So, if you are like a C-level in a bank, you will have probably different questions and queries than the engineering manager in an automotive company, or even a new company, like the engineering manager will have different questions to ask. And the good point is that on the same experience, people will probably interact differently and get exactly what they want. So, I think that's the main difference. And that's why it's a really cool area of innovation for Agentic AI, because it erased the importance of the UX and these use cases are really depending on the UX, the user experience. Usually, a dashboard is something that takes a lot of time to be exactly the way you want. And it's hard for a tech provider to provide a one-size-fits-all dashboard that makes sense, because every customer will ask for something. And you have more dashboard builders than actual dashboards, you know? Lots of solutions to build your dashboards.
I think with Agentic AI, and we are testing that with some of our customers right now, they say, "Oh, we want to have a strategic workforce planning solution". We say, "Okay, good, but what do you want?" And then they say, "We want this graph, this graph, this thing, this scenario, this". And we ask another one and they say, "Oh, we have this graph, this graph, this scenario", and they are not aligned at all. So, when you are a SaaS provider, it's really complex to merge all of these requests. But with Agentic AI, I think we are touching it. So, we are just looking at how to tackle the best piece that we want to make really more efficient in a process. And scenarisation is definitely a cool area where we are investing.
[0:34:50] David Green: So, we're going to go maybe an uncomfortable truth, and then we're going to talk about a positive thing before before we end. So, if there's maybe one uncomfortable truth or challenge perhaps around AI or even skills-based transformation that you'd like to share with listeners, what would that be? What's a big challenge that maybe we need to solve?
[0:35:12] Loic Michel: It's probably provocative but with this adjunct world, we should count at the end of the conversation of many times we say Agentic, but I think it's really a big thing, and I'm not the only one. But I think it's probably provocative to say, but CHROs in ten years from now might have a mixed workforce of human and agents, and I know some tech providers last year, they put on the market some products saying exactly that, "You will be able to manage agents and human", and there was a really big pushback. All the market says, "Hey, you are crazy, it's not working this way, we are not mixing and combining forces with agents". Now, we are seeing that more and more, even in marketing, and I think it's really concrete. So, a CHRO needs to be ready for that, and their workforce will be different.
It doesn't mean that they will just destroy jobs and everything. They will have some impacts, for sure. The person that will probably be challenged will need to find other areas of expertise and they have lots of skills and they will be able to reskill, and everything. But there will be some massive changes. And if we are provocative, we could say that a CHRO will be managing a workforce which is not human at some point, just to do the job. And it's probably a new type of CHRO as well. So, I think it's uncomfortable because it reflects on who we are and what's the the room for innovation and AI in our world and civilisation. And that's an interesting question to ask.
[0:37:00] David Green: Yeah. It's exciting but daunting at the same time. And I think what you highlight there is something obviously as HR, we're almost the custodians or the enablers of reskilling throughout the organisation. What we have to remember as HR professionals is we need to apply that to ourselves as well and be looking, be curious, look to reskill ourselves, because many roles in HR are already changing and will certainly change more in the coming year, particularly the decade that you refer to. And to finish on a positive note, what's the thing that excites you most about the world of HR? It could be technology-related or AI-related for that matter.
[0:37:45] Loic Michel: HR are getting really excited about new things, and it's not exactly what I thought when I created 365Talents a few years ago. What I heard from the market was, "HR are hard to move, they don't like trends, and they do their things in their own way. They don't want to be challenged, so it's going to be hard for you to innovate in that space". It's been hard for a few years. We are educating the market on skills and AI in late '20 and '18, '19. But now, what I see is a lot of excitement from HR. They are just jumping from one cool stuff to another. So, I think it's not just jumping, they are really excited by, "Okay, skills-based, talent and task intelligence, agentic AI, what's the impact for me?" So, I think their scope is getting really broader. They are embracing something really more significant, and I think it brings a lot of energy. And when you go on the shows, when you go in the conferences, it's massive, it looks like a marketing event, you know? A marketing or ad tech event, where everybody is getting excited about everything. But HR is a real space for that now and that's really cool.
What I appreciate is that the HR people and community is learning to learn. They have new way to learn and they iterate. And I think in this changing world, the best skill we can develop is our capability to learn to learn, we need to be able to learn to learn, because if you don't know how to learn, then it's going to be complex. So, that's the first thing we can develop.
[0:39:41] David Green: No, I agree. And what's next for 365Talents?
[0:39:46] Loic Michel: Many things. Definitely, as we said, we are having this new customer base in the US, so we are investing there. I'll be in the US in a couple of weeks. We are working on the real concrete stuff as well with our customers. So, our positioning at the centre of different things in talent, talent mobility, career development, workforce planning makes us in a really good spot as well to cover different areas on performance, assessment, and our customers love us. We have some really high NPS scores and they really want us to do more, so we are investing in new areas. And three is this Agentic AI agenda, which is massive, so we are pushing hard for that, building some cases to get new resources to accelerate in all these areas, and so it's promising, exciting.
[0:40:47] David Green: Exciting times, yeah. I look forward to, I don't know if you're going to be at UNLEASH in Las Vegas in May, but if not, I know that we'll see each other at UNLEASH in Paris in October.
[0:40:58] Loic Michel: Yeah, yeah, we might see each other.
[0:41:02] David Green: We might see each other at other places in between. Loic, it's always a pleasure to speak to you and congratulations on the progress that you're making at 365Talents. Before we end the episode, can you share with listeners how they can follow you on social media and find out more about 365Talents?
[0:41:19] Loic Michel: Yes, sure. Definitely, our LinkedIn page is a good source of info, my personal profile as well, so do not hesitate. We have lots of content as well on our 365talents.com page. Our content team is doing some really good job. It's full of insights, it's really concrete and it's really demonstrating the methodology, the approach we have with customers. So, that's a really good area to just make some good readings and contact me through emails or through LinkedIn and I'm happy to have some in-person meetings and conversations for sure.
[0:41:59] David Green: Brilliant, and I know you've recently published your skills report. And, yeah, I definitely recommend listeners have a read of that. So, Loic, thank you very much. I look forward to seeing you in the not-too-distant future, and thanks for being a guest on the Digital HR Leaders podcast again.
[0:42:16] Loic Michel: Pleasure. Thanks, David.