How to read this example. Filters explore a prepared synthetic snapshot. Recommendations, targets and timings are proposals to review, not measured outcomes or included delivery commitments. Self and manager ratings are assessment perspectives; access and visibility are agreed for each engagement.
What was asked
Every manager of a unit had one conversation with EVA, about ten minutes, in their own language. The competency lists came from the house's own map, so managers forecast against what they actually have, not against a generic list.
For the 20 technical and 10 cross-functional competencies in their unit's map: will demand strongly decrease, slightly decrease, stay the same, slightly increase or strongly increase over the next two to three years, and why.
When the rising competencies are needed (3 months to 3 years or more), which will be hard to find, and the reasons: pay band, specialised experience, emerging technology, location, market shortage, competition, no internal path, moving target.
Why the declining competencies decline (automation, outsourcing, shift of focus, lower demand, simpler processes, cost) and what the unit needs to build the rising ones (training, coaching, budget, hiring, time, mobility, tools, partnerships, career paths).
The roles the unit expects to open: how many, at what level, what contract type, when, and why (retirement, growth, workload, attrition, projects, restructuring, gaps, promotions, funding, seasonality). Each one becomes a forecast job request.
Key results at a glance
Three decisions this analysis puts on the table
Computed from the managers in view and the house's map. Build, buy or redeploy: the forecast only earns its keep when it says which.
Where demand is going, competency by competency
Rising and hard to find: the build-or-buy map
Each competency placed by how fast demand is rising (across) and how many managers say it will be hard to find (up). Bubble size is how many people hold it today at Advanced or Expert, from the map.
When, and why it is hard
When the rising competencies are needed
Why they are hard to find, share of managers citing each
What is declining, why, and who holds it today
Why demand is falling, share of managers citing each
People holding the declining competencies today (Advanced or Expert), from the map
What managers say they need to build the rising competencies
Anticipated vacancies: the forecast job requests
Positions by quarter needed
Why the positions open, share of managers citing each
Forecast job requests, aggregated
What managers added in their own words
EVA reads every open answer and groups them into themes. The bar is the share of managers whose comments touch each theme.
One unit, one page
What each manager receives back: their own forecast against the house's, their urgency, their job requests, and what the map says they can do without hiring.
From the forecast to the decisions
Buy
- Open the "buy now" requisitions today; those competencies will not get cheaper.
- Fix the pay band problem for data and AI roles before the search starts, or the search fails.
- Language hires for the Lunar New Year and summer peaks approved as a block, not one by one.
Build
- One cohort per "build" competency, taught by the house's own experts from the map.
- Every rising competency gets a clear learning path; managers named it as the second thing they need.
- Budget follows the forecast: training money moves to where demand is rising, not where it was last year.
Redeploy
- Everyone in the declining pool gets a conversation about where the map says they can go, before the role goes.
- Internal mobility opens for the forecast job requests first; external search only for what is left.
- Re-run the forecast conversation in six months; ten minutes per manager, and the plan stays true.