Many people around the world have turned their attention to a company that, despite being well-known, remains somewhat mysterious to many of us. In 2023, NVIDIA became the seventh public U.S. company to surpass a $1 trillion valuation. A year later, in June 2024, NVIDIA even briefly surpassed Microsoft to become the world’s most valuable publicly traded company, reaching a market capitalisation of over $3.3 trillion for one day.
NVIDIA’s AI boom
The numbers are staggering in every way. Founded in 1993 with a focus on handling complex graphics for computer games, the company later pivoted. It came up with a different kind of chip: graphics processing units (GPUs) that can handle multiple calculations simultaneously. In other words: they’re the exact type of unit you’d need if you want to run an AI model, which simultaneously processes massive amounts of data.
As a consequence of the AI boom, the company’s value — and number of employees — has surged, as NVIDIA has established itself as a leader in AI-capable data center chips. Amidst that boom in recognition (and value), the company’s employee count has reached approximately 29,600, up from 13,775 just four years earlier in 2020.
‘Talent Intelligence is a dynamic and essential concept’
At the forefront of its strategy, a term that has roamed around for a few years — but perhaps, similar to NVIDIA’s stature, still goes unnoticed by some. Talent Intelligence can be quite broad and ambiguous — so what does it really mean? “Its usage varies widely across industries, companies, and platforms, making it even more elusive”, says Meta McKinney, Global Talent Intelligence & Attraction Manager at NVIDIA.
“Talent Intelligence is constantly evolving and context-dependent, it’s challenging to provide a concise definition.”
“However, it aptly captures the essence of our work in this field”, she says. “We aim to understand and optimise a company’s most valuable resource: its talent. Our goal is to be smarter and more strategic in attracting, acquiring, and retaining this talent. Because Talent Intelligence is constantly evolving and context-dependent, it’s challenging to provide a concise definition. It adapts to the specific human capital challenges we face, making it a dynamic and essential concept.”
Why data is driving the TI approach
How would McKinney, who’s set to speak at the 2024 Global Talent Intelligence Conference in September in Amsterdam, then summarise the current state of Talent Intelligence? In other words: how far are companies seeking to leverage data to make more informed talent-decisions? “Its placement and purpose can vary significantly across different companies”, she says. “However, all companies with Talent Intelligence functions recognise the need to think strategically to win the war for talent.”
“Data drives this strategic approach. In the Talent Intelligence space, we analyse the problems we face and creatively explore which data can provide insights into understanding these challenges. Based on our findings, we offer insights and recommendations to help the company move forward effectively.”
Predicting future talent needs
That sentiment is shared by her colleague, Nick Dowler, HR Specialist at NVIDIA. “With Talent Intelligence, HR professionals can finally tap into a wealth of data to make more informed decisions faster”, he says. “AI with a Talent Intelligence lens helps us predict future talent needs and spot skill gaps, allowing us to be proactive rather than reactive. This means we can iteratively design more effective workforce optimisation strategies and tailor development programs to meet the evolving demands of the business.”
It also speeds up the process of analysing data, Dowler adds. “The ability to analyse vast amounts of data in a matter of days, instead of weeks or months, means we can act swiftly and stay ahead in a competitive market. This shift not only saves time but also ensures that HR is playing a pivotal role in driving the organisation’s success.”
The key ingredients of Talent Intelligence
At Nvidia, the hiring process is meticulously designed to attract top-tier talent in a highly competitive market. “We prioritise being smart and honest in our approach”, McKinney adds. “We are driven to hire top talent that not only adds to our culture but also aspires to do their life’s work here. The rest is the secret sauce that makes us successful.”
“A winning Talent Intelligence strategy requires several key ingredients: data-driven and tested theories, meticulous and thoughtful research, reliable data, creative problem-solving, clear communication of the rationale, trusted relationships with business leaders, and the financial support and freedom to execute.”
“The labour market is evolving as we speak”, McKinney says. “To stay ahead, we must develop Talent Intelligence strategies that resonate with and remain true to NVIDIA’s culture and business needs. An approach that lacks our core values won’t succeed. Beyond this fundamental truth, a winning Talent Intelligence strategy requires several key ingredients: data-driven and tested theories, meticulous and thoughtful research, reliable data, creative problem-solving, clear communication of the rationale, trusted relationships with business leaders, and the financial support and freedom to execute.”
A journey into Talent Intelligence
McKinney’s own path to becoming a leader in Talent Intelligence is a testament to perseverance and adaptability. “In 2016, I re-entered the corporate world after a 15-year hiatus. During that time, I raised my kids while my partner traveled extensively for work. To maintain flexibility, I started my own textile business. When I was ready to dive back into the corporate world, finding opportunities was challenging due to the changes in the landscape.”
Her break came at Allstate, where Megan Buttita offered her a chance despite her lack of experience in Talent Acquisition. “I learned so much during my first year at Allstate. Despite my lack of experience in Talent Acquisition and unfamiliarity with labour market data, I had a strong desire to learn and succeed. Allstate, being a leader in this space, provided a fantastic learning environment. I am incredibly thankful for my time there and the opportunities it afforded me.”
McKinney then lead the Talent Intelligence department at Stryker. “Importantly, I shifted my focus from the U.S. to a global perspective”, she says. “Truly, I have been lucky to have many great mentors and partners help me along the way.”
Actionable insights within hours
Dowler, who has a background in AI and digital automation, emphasises the exponential increase in value creation AI brings to Talent Intelligence. “Using an AI tool to speed up a company’s ability to make data-informed decisions across internal and external functions means more time to pivot, more time to think, and more accurate decision points.
“With a lens on Talent Intelligence, this workflow translates people data into actionable insights within hours. The limitation used to be time; now, it is our imagination.”
“I can use an LLM to quickly translate my ideas into an actionable plan; I can use an LLM to write the SQL query and then translate that plan to a ML automation to execute. Then I can automate a large part of what used to be custodial work so I can do what’s important: communicate the insights gathered. With a lens on Talent Intelligence, this workflow translates people data into actionable insights within hours. The limitation used to be time; now, it is our imagination.”
‘Every location is unique’
NVIDIA’s mission has very much become a global one. With more than 50 offices worldwide, how do talent acquisition — or intelligence — approaches vary? “Every location where we have offices is unique, with its own distinct economics, politics, customs, and daily life structures”, McKinney says.
“In Talent Intelligence, it’s crucial to grasp nuances, leverage local expertise, and craft talent strategies that resonate.”
“These differences require a customised approach to understanding and working within each region. Attracting, engaging, and hiring talent varies from place to place, but NVIDIA serves as the common thread uniting our global efforts. In Talent Intelligence, it’s crucial to grasp these nuances, leverage local expertise, and craft talent strategies that resonate. Ultimately, it’s NVIDIA and our business leaders who drive the needs for success, and these needs are what guide our efforts.”
‘In Talent Intelligence, change is a constant’
Within the field of Talent Intelligence, the onus has very much been on Talent Intelligence Collective to help grow the field. “This field is brimming with professionals who are building highly successful Talent Intelligence functions tailored to their companies’ needs”, McKinney says. “Toby [Culshaw] is a prime example. He’s literally written the book on the subject and achieved great success at both Philips and Amazon.”
‘The best way to predict the future of Talent Intelligence is to create it’: a slight variation to Peter Drucker’s quote but it works.
“This space is filled with talented, creative, and thoughtful individuals. Success in the Talent Intelligence field is about adapting to changes and never getting too comfortable because change is the only constant. ‘The best way to predict the future of Talent Intelligence is to create it’: a slight variation to Peter Drucker’s quote but it works. The future depends on us remaining relevant and essential to the business.”
Join the conversation at the Global Talent Intelligence Conference
Both McKinney and Dowler will be sharing their insights at the upcoming Global Talent Intelligence Conference held in Amsterdam from September 23 to September 25. This event is a prime opportunity for professionals to delve deeper into the world of Talent Intelligence and explore how data-driven strategies are reshaping the future of talent management.
For those interested in staying ahead in the competitive talent landscape, this conference is a must-attend. Sign up now to gain invaluable insights from leading experts in the field, including NVIDIA’s McKinney and Dowler, and discover how Talent Intelligence can revolutionise your organisation’s approach to human capital management.
