The Language of
Talent Intelligence

An employee who directs and manages AI agents as part of their role.

AI that plans and carries out multistep work toward a goal.

Coordinating multiple AI agents and their handoffs across a workflow.

The baseline ability to understand, use, and evaluate AI tools.

Using AI to forecast, model, and recommend workforce decisions.

Turning ATS pipeline data into recruiting decisions, not just records.

The share of employees who leave over a given period.

Whether AI assists a human task or performs it outright.

How much of a role's tasks software or AI could perform.

Comparing workforce metrics and skills against peers and the market.

The depth of ready successors for an organization's critical roles.

Using AND, OR, and NOT to target candidate searches precisely.

The three routes to closing a talent gap: develop, hire, or contract.

Documenting the capabilities an organization has versus what it needs.

The shortfall between work demanded and human capacity available.

Matching available workforce capacity to the work a period demands.

An employee's ability to move across roles, functions, or levels.

Mapping the routes and skills for moving between roles.

Comparing pay against the market to set competitive compensation.

Analyzing rivals' workforce, skills, and hiring against your own.

Non-permanent workers: contractors, freelancers, and agency staff.

Workforce planning run as an always-on process, not an annual event.

The roles whose gaps would most damage strategy execution.

Adding external context to a company or talent record.

Projecting the roles and skills the business will need.

Work performed by AI agents, planned alongside human capacity.

Workers with the tech skills that drive digital transformation.

AI agents managed and overseen like members of the workforce.

Draup's measure of how digitally advanced a company's workforce is.

A workforce spread across locations, time zones, or remote setups.

Tying headcount needs to the business drivers that create them.

Human capabilities that hold value while technical skills churn.

Skills whose market demand is rising fastest.

A structured record of an employee's skills and proficiency.

How an organization is perceived as an employer versus rivals.

Matching records for the same person, skill, or institution across sources.

Data on workforce supply, demand, pay, and skills outside the company.

The likelihood that an employee or segment will leave.

An organization built around human-agent teams and on-demand AI.

Expressing mixed workforce capacity in comparable full-time units.

Workforce planning done within a single function's demand.

How work, where it happens, and the skills it needs are shifting.

The skills to build with or apply generative AI.

Workers taking short-term or platform-based engagements.

An enterprise-owned offshore center for tech and business services.

Projecting future headcount from hiring, attrition, and drivers.

Deciding how many positions to fund, where, and at what level.

Skills with strong, sustained employer demand and pay premiums.

Internal workforce data versus internal plus external market data.

How many AI agents operate per human in a function.

Keeping human judgment checkpoints inside AI-run processes.

A model combining on-site and remote work.

Sourcing guided by data on where target skills concentrate.

Employees moving between roles inside the organization.

A platform matching employees to internal roles by skills.

The standardized structure of levels, families, and titles roles sit in.

Analyzing job descriptions to extract and benchmark skill requirements.

A group of jobs sharing related work and skill requirements.

Reading demand signals from job postings at market scale.

An employer's label for a role versus its standardized category.

Employee groups managed as distinct strategic populations.

A network linking companies, roles, skills, and people.

Knowledge, skills, abilities, and other traits a role requires.

Locating work where equivalent skills cost less.

Analysis of external supply, demand, pay, and skills data.

Targeting L&D investment at the gaps that matter most.

Choosing where to place teams by talent, cost, and risk.

ML applied to workforce data for inference and prediction.

The realistic role-to-role routes employees can travel.

Reading skills and meaning from workforce text at scale.

Placing work in a nearby country for proximity and overlap.

Deep specializations held by few workers and hard to hire.

Relocating work abroad for larger talent pools or lower cost.

Near-term staffing versus multi-year, strategy-linked planning.

Structuring units, roles, and reporting lines to fit strategy.

The number of management levels from CEO to front line.

Comparing an organization against a defined set of peers.

Analyzing employee data to improve workforce decisions.

Managing the organization as a structure of funded positions.

Models forecasting attrition, hiring, and future skill gaps.

A scale of skill mastery from awareness to expertise.

The value a new hire brings, by performance and retention.

Adding capability without new permanent headcount.

Employees withdrawing discretionary effort to the job's minimum.

Data-driven insight applied across the recruiting process.

Moving employees into roles where demand is growing.

Skilled workers reachable through remote arrangements.

Building new skill sets so workers can move into different roles.

Adjusting workforce size and shape to match real demand.

A classification grouping similar roles for comparison.

Modeling how different futures change workforce needs.

Employees using AI tools the organization hasn't approved.

How related two skills are, and the shortest bridge between roles.

How quickly a skill loses its market value over time.

The framework mapping skills to roles and business outcomes.

Evaluating candidates on demonstrated skills, not credentials.

An operating model that deploys people by skills, not titles.

The mix of skills an individual holds across dimensions.

The distance between current workforce skills and what strategy requires.

Deducing a person's likely skills from indirect signals.