Navigating the semiconductor talent crunch with work intelligence

Business context

The semiconductor industry is navigating a period of intense turbulence as it approaches a historic $1 trillion valuation by 2030. While the CHIPS and Science Act continues to funnel $53 billion into bringing supply chains back to the U.S., the focus as of early 2026 has shifted toward "Sovereign AI": the race for nations and firms to build proprietary, end-to-end technology stacks. 

In this high-stakes environment, a leading North American technology firm is undergoing a massive transformation. They are shifting from chip design to end-to-end systems and integrating a recent strategic acquisition.

Imagine trying to build a precision engine while half the parts are new and the other half are vintage components with no manual. That is the reality for this firm. Nearly half their workforce is early in their careers, while the rest are long-tenured engineers with highly specialized, "tribal" knowledge. With external talent carrying a 150% market premium, buying their way out of the talent gap is not a scalable option.

By partnering with TechWolf, the company has moved toward a data-first skills journey. This shift allows leadership to move beyond generic job families to identify exactly how AI will impact engineering tasks and where talent can be redeployed.

Challenges

The primary hurdle was a lack of role clarity within Engineering Excellence and DevOps. Specifically, 3,000 technical engineers shared identical job titles despite performing vastly different duties. This "title-blur" created several distinct risks:

• Data mismatch: Job descriptions were often generic, obsolete, or stored in fragmented spreadsheets rather than a centralized system.
  
  
• Strategic workforce planning: Leadership could not accurately assess if they had the specific talent required for business growth or if they were duplicating efforts in silos.
  
  
• The integration hurdle: The company needed an enterprise-wide taxonomy to utilize internal mobility tools, but required a way to show value to employees immediately.
  
  
• AI transition: Without knowing the specific tasks performed, it was impossible to identify which roles were susceptible to automation (= AI work only) versus augmentation (= collaborative human-AI work).

I wanted to work with a vendor that took that data-first approach... rather than, you know, 'we've got a system with a portal... and we have a skill taxonomy too.' I didn't want that."
— VP Global People Strategy

How we helped

We guided the organization through a three-step journey to transform workforce data into a strategic asset, moving away from "big bang" rollouts toward a manageable "batching" strategy.

1. Trusted data
   We moved the company from data chaos to a validated source of truth by aggregating data from HCM platforms, technical project documentation, and ticket systems. Our AI inferred the skills and tasks of workers, filling gaps left by obsolete descriptions. We performed a data maturity scan to identify which parts of the job architecture needed a redesign to yield the most immediate impact.
2. Work intelligence
   We provided a clear view of the AI impact on engineering roles. This allowed the firm to categorize work into human-centric, AI-augmented, and automatable tasks. This work intelligence served as a powerful hook for business leaders who were more interested in operational efficiency than raw HR data.
3. Embedded actions
   To drive real-world behavior, we integrated validated skills data into the existing HR ecosystem, including the learning experience platform (LXP) and people analytics solutions. A key "aha moment" was the deployment of a Skills Agent in Microsoft Teams. This allowed engineers to validate their inferred skills in their natural workflow without logging into a separate HR system.

Outcomes

A trusted work and skills intelligence foundation

From the TechWolf analysis, we learned that about 70 to 80 percent of the jobs and skills [between Sales Engineering and Product Engineering] are actually similar, which none of our leaders knew."
— Global CHRO

If there is no trust in people data, HR will never have a seat at the table. In less than six months, TechWolf delivered a full intelligence foundation.

• 70-80% capability overlap identified: Analysis revealed a massive skill overlap between Sales Engineering and Product Engineering populations (4,000 employees), unlocking redeployment potential that leadership previously could not see.
• 77% data precision: skills data is untrustworthy if not validated. Using a chatbot in Microsoft Teams, employees easily validated the skills TechWolf inferred for them. When finding a new skill, a chat message pops up where the employee can simply reject or accept a skill. We achieved a 77% precision rate in employee skill profiles during that phase, securing business trust.
• 30% noise reduction: Reduced rejected skills by 30% by refining data logic, such as removing mandatory security compliance courses from skill profiles.
• 100% talent visibility (Target): Scaling from a pilot of engineers to a scope of 10,000 employees, with a path to the full workforce.‍
• 150% cost avoidance: Enabling skills-driven internal mobility to avoid the 150% market premium required for external engineering hires.

What is the impact of AI on HR? What should be the impact? How does this change the operating model?... That is a question that everyone's talking about."
— VP Global People Strategy

Lessons learned in governance

The organization adopted a n to governance to ensure validity without burdening the business:

• Cross-functional inclusion: Led by senior HR leadership with direct involvement from IT, Finance, and a specialized task force.
• Multi-layered validation: We moved from AI inference to large-scale validation. Subject Matter Experts (SMEs) provided the human intuition needed to refine role definitions.
• Global compliance: We worked closely with labor representative bodies in Western Europe to ensure regional privacy and labor requirements were met.

Challenges and navigations

A key challenge arose when initial taxonomy clusters felt too high-level for specialized software engineering. Rather than forcing a generic model, we pivoted to a collaborative phase. We used the TechWolf Governance tool to allow SMEs to refine the taxonomy. This not only regained the confidence of leadership but ensured the data reflected the company’s unique "engineering DNA."

What is next?

The roadmap for 2026 moves from building the library to taking action. By April, this company will have a complete AI impact strategy for their engineering core, representing 75% of the workforce. Ultimately, success won't depend on the AI tools they buy; it will depend on the skills of the people who use them.