In a world where skills rapidly become obsolete, Apexon, a Goldman Sachs-backed technology services firm, is rewriting the narrative around redundancy. By employing a cutting-edge AI system, the company transforms what could be a setback into a springboard for growth, combining data-driven insights with human-centred strategies.
“Skill redundancy isn’t just an operational issue; it’s deeply personal for employees,” says Anand Kabra, chief people and transformation officer, Apexon. With this in mind, Apexon’s proprietary AI goes beyond merely identifying skills that are losing relevance. It actively designs tailored career paths, suggests upskilling opportunities, and fosters meaningful engagement, ensuring employees and the organisation grow together.
Think of Apexon’s AI system as a career strategist for each employee. Much like how Netflix recommends shows based on viewing habits, the system analyses skillsets, market demands, and growth potential to suggest actionable steps for staying relevant. For instance, a Java developer might be advised to transition into roles involving AI and machine learning, with recommendations to learn Python or delve into data analytics.
“Skill redundancy isn’t just an operational issue; it’s deeply personal for employees. With this in mind, Apexon’s proprietary AI goes beyond merely identifying skills that are losing relevance. It actively designs tailored career paths, suggests upskilling opportunities, and fosters meaningful engagement, ensuring employees and the organisation grow together.”
Anand Kabra, chief people and transformation officer, Apexon
What sets this system apart is its precision. Using 14–15 data variables—including current skills, market trends, and emerging client needs—it generates personalised growth paths.
Employees identified as being in at-risk roles receive curated learning plans, including specific certifications or upskilling modules, and are encouraged to engage in career discussions with managers or HR business partners.
“The system doesn’t just highlight gaps,” says Kabra. “It proactively nudges employees, suggesting steps they can take to remain indispensable.”
Beyond career planning, Apexon’s AI is redefining employee engagement. Through an intuitive interface, employees provide regular feedback by selecting simple mood indicators—happy, neutral, or sad. When negative responses are flagged, the system delves into underlying causes, analysing variables such as recent project changes, workload transitions, or prolonged bench periods.
In one notable instance, a team managing a strategic client account faced challenges ranging from an abusive customer to long hours and inadequate support. The AI system quickly identified the problem, enabling leadership to address skill gaps, reallocate resources, and renegotiate client terms. Left unchecked, such issues might have led to attrition or disengagement, but the AI intervention helped pre-empt a crisis.
Apexon’s system integrates with a learning-management platform, making training and development both targeted and actionable. Employees receive timely nudges to explore courses and certifications, while managers ensure learning remains a collaborative effort.
Rather than overwhelming employees with raw analytics, the system focuses on actionable insights. Competency leads and delivery heads work closely with employees to implement learning pathways, ensuring they feel motivated and supported throughout the process.
“While the system operates with about 70 per cent accuracy, human involvement is crucial to interpret and act on the insights effectively,” notes Kabra.
Despite being a relatively new initiative, the AI system is already delivering measurable results. Apexon tracks critical metrics, such as ensuring that at least 15 per cent of employees are upskilled annually in high-demand areas like AI and machine learning. These efforts not only empower employees but also drive business growth.
Enhanced skills and performance have allowed the company to increase billing rates for certain employees by 10–15 per cent. Additionally, Apexon has improved its Revenue by Cost (R by C) metric—a key measure of efficiency—by 5–6 per cent.
“This isn’t about pointing fingers at what’s wrong,” Kabra explains. “It’s about showing employees clear pathways to grow and thrive.”
Apexon’s system reflects a collaborative vision where technology amplifies human effort rather than replacing it. While the AI currently operates with 70 per cent accuracy, the company aims to push this figure closer to 80 per cent, further refining its predictive capabilities.
“It’s about navigating skill redundancy with employees, not for them,” Kabra emphasises. By empowering its workforce to adapt and grow, Apexon is setting a standard for how AI can transform the future of work—not by replacing human effort, but by enhancing it.