Atlas Copco Group x TechWolf: Laying the Foundation for Skills-Based Talent Agility

1. Executive summary

Atlas Copco Group, a global industrial group with more than 55,000 employees, is taking early steps toward addressing three urgent talent challenges: time-to-fill for key roles, underused internal mobility, and growing skills mismatches. Workforce intelligence was fragmented, inconsistent, and impossible to use at scale.

TechWolf is helping lay the bridge: a shared, AI-powered skills language designed to work across existing platforms. Within months, recruiters in pilot programs saw faster hiring and more diverse candidate pools. And this is only the beginning.

“TechWolf offered the bridge we needed: a shared skills language across systems without adding new complexity.”
— Cecilia Sandberg, CHRO

2. About the Customer

Atlas Copco Group is a decentralized global group transforming into an industrial technology leader. With operations in 70+ countries and 55,000+ employees, the company needed better visibility into its workforce. The problem wasn’t intent but execution: valuable talent was slipping away due to disconnected data, unclear career paths, and slow hiring processes.

3. The Challenge

Before TechWolf, skills data at Atlas Copco Group was scattered across multiple tools, unstructured and inconsistent. Without a common language, skill gaps remained unclear, and conversations about mobility or development stalled. Some stakeholders were also hesitant to embrace a new skills language without trusted data to back it up.

“We had the right intentions—but without trusted data, we couldn’t act.”
— Dorna Shafiei, VP Talent & Learning

4. The TechWolf Solution

4.1 Products

TechWolf delivered four building blocks:

• Skills Supply — inference of employee skills from HRIS, learning data, and CVs.
  
  
• Skills Demand — linking jobs to skills based on job ads, descriptions, and labor market data.
  
  
• Governance — a common language mapped consistently across platforms.
  
  
• Job Architecture — A skill-enabled framework to support talent processes

“We didn’t want a static taxonomy, we wanted a living skills map rooted in our own data and language while validated and benchmarked against external data.” — Cecilia

4.2 Integrations

TechWolf linked to existing systems:

• SAP SuccessFactors (Recruitment, Performance, Mobility)
  
  
• Cornerstone (Learning)
  
  
• Microsoft Teams (Skill Assistant, where employees update profiles in the flow of work)

These integrations are part of the designed skills architecture and are currently being prepared for phased implementation.

4.3 How Atlas Copco Group Uses TechWolf

TechWolf supports key talent use cases:

• Talent Acquisition: Early pilots explored the move from job title-based sourcing to skills-based approaches. Recruiters reported improved relevance and diversity in applicants.

“Our pilot recruiters saw more qualified candidates and a broader mix of applicants.” — Dorna Shafiei

• Internal Mobility: The goal is to enable employees to explore career paths based on their skills, rather than tenure or title. That shift is actively being shaped, with foundational work underway to support future skills-based mobility.
• Learning & Development: Generic, one-size-fits-all training is being replaced by personalized upskilling paths linked to employee needs.
  
  

5. Initial Results

Atlas Copco Group’s work with TechWolf is still in the early stages, but momentum is building. The team has focused on laying strong foundations and testing initial use cases in a business-led way. As the journey progresses, the following milestones mark key steps forward:

• One common language across HR systems
  
  
• Skill profiles built for all jobs, training, and pilot employee groups
  
  
• Improved diversity and quality in early recruitment pilots
  
  
• A ready-to-scale framework for mobility, learning, and performance enablement
  
  

“We’ve gone from fragmented data to a structured, transparent foundation.” — Cecilia

6. The Secret Sauce

Atlas Copco Group didn’t start with a tech demo. They started with real business problems and made sure the right people were in the room from day one. 

A cross-functional core team meets weekly, pilot groups provide real-time feedback, and business leaders have been closely involved in shaping the use cases. Executive buy-in hasn’t just been helpful, it’s been foundational.

“We all knew we had work to do. But anchoring it in real pain points—that’s what built momentum.” — Dorna, VP Talent & Learning

7. What’s Next?

Atlas Copco Group is preparing a pilot of skills-based experiences for close to 2,000 sales and marketing employees.

The team is focused on building readiness across platforms - SuccessFactors, Cornerstone, and Microsoft Teams - and integrating TechWolf to support recruitment, learning, and mobility.

“Next up: embedded, seamless skills experiences at scale.” — Dorna

8. Why TechWolf?

Atlas Copco Group chose TechWolf because it delivered workforce intelligence without adding complexity. The AI-powered solution required no new tools for employees to learn and won the trust of both HR and business leaders.

“We looked at many providers. TechWolf was the one who made our data work across the whole stack.” — Cecilia

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