Gloat

An enterprise talent marketplace for organisations that want to mobilise existing skills faster than external hiring allows

Gloat is a Tel Aviv and New York-based talent marketplace platform serving large global enterprises. Founded in 2015 and independently privately held, the platform operates as what Gloat describes as a Work Orchestration Platform — combining internal talent marketplace capability, skills mapping, project-based staffing and workforce planning analytics in a single system that sits above existing HR infrastructure.

It does not function as an HRIS, payroll system or ATS. Its role is to orchestrate how talent moves across an organisation’s existing technology ecosystem, enabling skills to flow to where they are needed rather than remaining trapped in organisational silos or requiring external hiring to fill gaps that already exist internally.

What they do

Gloat’s platform is built around a continuously evolving skills graph that aggregates data from HRIS, learning systems, CVs, job architectures and labour market intelligence. This foundation powers a talent marketplace where employees can be matched to open roles and internal transfers, short-term projects and agile assignments, mentoring and career development opportunities, and learning aligned to future skill needs.

The same skills data layer gives HR and workforce planning teams visibility into capability distribution, emerging skills gaps and internal supply for critical roles.

In October 2024, Gloat launched a series of AI-powered product updates focused on in-the-moment talent planning and skills development — extending the platform’s capability from asynchronous marketplace matching toward more real-time work orchestration. The platform is available within Microsoft Teams, enabling opportunity matching and talent marketplace functionality to surface in employees’ daily workflow rather than requiring them to access a separate system.

The internal talent marketplace concept addresses a structural inefficiency that most large organisations have experienced but few have systematically resolved: valuable skills exist inside the organisation that leaders cannot find, employees cannot access opportunities they would take if they knew about them, and external hiring fills roles that internal redeployment could have addressed at lower cost and with faster time-to-productivity. Gloat’s platform makes that invisible internal labour market visible — which is a meaningful organisational capability, but one that requires cultural and governance conditions to realise its potential. The technology is the simpler part of the implementation.

Key differentiator

Gloat’s most distinctive capability is its treatment of skills as a dynamic, continuously updated organisational asset rather than a static dataset. The skills graph is not populated once and maintained manually — it evolves as employees take on projects, complete learning, change roles and accumulate experience. This living skills model enables more accurate matching over time and produces workforce planning analytics that reflect current rather than historical capability. For HR leaders trying to understand actual skills supply in real time, as opposed to what job descriptions suggest employees should have, this architectural choice has practical value that point-in-time skills audits cannot replicate.

The work orchestration positioning Gloat has adopted reflects a broader market shift in how large organisations are thinking about talent deployment. The traditional model — roles defined in advance, people hired to fill them, work flowing down from managers — is increasingly inadequate for organisations that need to respond to rapid change. A marketplace model — where work is decomposed into projects and tasks, and matched to the people best placed to do it regardless of their formal role — requires a different kind of infrastructure than an HRIS provides. Gloat is building toward that infrastructure, though the degree to which individual enterprise deployments realise this potential depends heavily on how willing the organisation is to redesign how work gets assigned.

Australian market context

Gloat does not have a confirmed Australian office or named ANZ-headquartered customers in publicly available sources. Its global deployment model means Australian organisations within multinational enterprises can access the platform as part of broader global talent technology initiatives, but buyers evaluating Gloat as a standalone local procurement should verify support, implementation partner availability and data residency options directly. The platform’s primary Australian relevance is in large enterprises and government bodies with mature HR technology environments and active workforce transformation agendas — environments where internal mobility is already a strategic priority and where the cultural conditions for talent sharing exist or are being actively built.

Considerations

Gloat’s adoption depends less on technical implementation than on organisational readiness for a talent sharing culture. The platform requires alignment between HR, business leaders and employees on new ways to access work and advance careers — and that alignment is typically harder to achieve than the software configuration. Organisations without an established culture of talent sharing, where business units compete for headcount rather than sharing it, or where managers resist losing team members to internal opportunities, will find adoption rates disappoint regardless of platform quality. Building the governance model — including rules for internal hiring, manager accountability and employee visibility — is the primary implementation challenge.

In April 2023, Gloat reduced its workforce by approximately 12% in response to market conditions. This is noted not as a reflection on product quality but as context for buyers assessing vendor stability — the company has continued product development and customer service delivery since then, but enterprise buyers entering long-term contracts should conduct standard vendor financial health diligence as part of procurement.

Who it suits

Gloat is best suited to large enterprises — typically 10,000 employees and above — with complex, global workforces where the primary talent challenge is mobilising existing capability rather than attracting new talent, and where internal mobility is already a strategic priority with executive sponsorship.

Organisations undergoing technology change, operating model redesign or workforce transformation programs that require rapid redeployment across functions or geographies are its most natural buyers. Mature HR technology environments — typically with Workday, SAP SuccessFactors or Oracle as the HRIS — are a prerequisite for effective integration.

Smaller organisations, those without job architecture or skills data foundations, and those expecting rapid time to value without significant change management investment are not well served by the platform at this stage of their maturity.