List of Bilin HUMANIST Career Management Customers
Istanbul, 34349,
Turkey
Since 2010, our global team of researchers has been studying Bilin HUMANIST Career Management customers around the world, aggregating massive amounts of data points that form the basis of our forecast assumptions and perhaps the rise and fall of certain vendors and their products on a quarterly basis.
Each quarter our research team identifies companies that have purchased Bilin HUMANIST Career Management for Succession and Leadership Planning from public (Press Releases, Customer References, Testimonials, Case Studies and Success Stories) and proprietary sources, including the customer size, industry, location, implementation status, partner involvement, LOB Key Stakeholders and related IT decision-makers contact details.
Companies using Bilin HUMANIST Career Management for Succession and Leadership Planning include: Holcim, a Switzerland based Manufacturing organisation with 63000 employees and revenues of $31.00 billion, Arcelik, a Turkey based Manufacturing organisation with 41642 employees and revenues of $6.96 billion, Eczacibasi, a Turkey based Consumer Packaged Goods organisation with 12000 employees and revenues of $1.50 billion and many others.
Contact us if you need a completed and verified list of companies using Bilin HUMANIST Career Management, including the breakdown by industry (21 Verticals), Geography (Region, Country, State, City), Company Size (Revenue, Employees, Asset) and related IT Decision Makers, Key Stakeholders, business and technology executives responsible for the software purchases.
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| Logo | Customer | Industry | Empl. | Revenue | Country | Vendor | Application | Category | When | SI | Insight | Insight Source |
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Arcelik | Manufacturing | 41642 | $7.0B | Turkey | Bilin Yazilim | Bilin HUMANIST Career Management | Succession and Leadership Planning | 1992 | n/a | In 1992, Arcelik implemented Bilin HUMANIST Career Management as part of BİLİN's HUMANIST HCM suite deployed in Turkey. The implementation positioned Bilin HUMANIST Career Management within the Succession and Leadership Planning category to extend the company wide HCM footprint, and it was applied to centralize HR and payroll processes across Arcelik's Turkish operations. The project emphasized unified employee records and compliance controls, aligning talent management and succession workflows with payroll and HR master data. Arcelik configured the solution to consolidate personnel data and standardize HR process execution, improving enterprise level data consistency and regulatory reporting. The deployment focused on HR and payroll functional coverage, with configuration workstreams for employee master data, payroll processing integration points inside the HCM suite, and talent lifecycle workflows typical of Succession and Leadership Planning implementations. Governance changes included centralizing HR process ownership and establishing standardized data stewardship to support succession planning and leadership nomination processes. The Bilin HUMANIST Career Management deployment reinforced unified employee data management and compliance objectives reported by Arcelik following adoption of the broader HUMANIST talent management suite. | |
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Eczacibasi | Consumer Packaged Goods | 12000 | $1.5B | Turkey | Bilin Yazilim | Bilin HUMANIST Career Management | Succession and Leadership Planning | 2005 | n/a | In 2005, Eczacibasi implemented Bilin HUMANIST Career Management to run consolidated HR processes across multiple subsidiary companies in Turkey. The deployment targeted holding-level talent management and Succession and Leadership Planning capabilities to centralize governance and strategic HR reporting. Bilin HUMANIST Career Management was applied as part of HUMANIST holding-level HR modules, with implementation emphasis on talent management workflows and career development governance. Functional capabilities inferred from the Apps Category and vendor statements include career path modeling, succession planning workflows, competency mapping, and talent pool management to support leadership continuity. The full application name Bilin HUMANIST Career Management appears in vendor history as the module associated with holding and group HR use. The implementation operated across multiple subsidiaries inside Turkey, consolidating HR data at the holding level to enable cross-company HR governance and consolidated reporting. The vendor narrative does not enumerate specific system integrations, so integration touch points and technical interfaces are not specified. Governance shifted toward holding-level oversight of talent and succession processes, improving cross-company HR governance and strategic HR reporting as cited by the vendor. No outcomes beyond improved governance and reporting are provided in the source. | |
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Holcim | Manufacturing | 63000 | $31.0B | Switzerland | Bilin Yazilim | Bilin HUMANIST Career Management | Succession and Leadership Planning | 1992 | n/a | In 1992, Holcim implemented Bilin HUMANIST Career Management to establish structured succession capability within its HR organization. The deployment targeted Succession and Leadership Planning workflows and was positioned to support talent identification and leadership bench development across Holcim's global manufacturing HR functions. The Bilin HUMANIST Career Management application was configured to manage career paths, competency profiles, talent pools, succession pipelines, and structured talent review cycles. Configuration work emphasized role-based talent profiles, staged succession readiness indicators, and standardized development plans consistent with Succession and Leadership Planning practices. Operational scope focused on HR and talent management processes, consolidating career and leadership data into a centralized HR-facing application for talent review and planning. The implementation emphasized data-driven candidate selection for critical roles and supported recurring succession review cadences within HR governance. Governance changes aligned with the Bilin HUMANIST Career Management deployment included formalizing succession review workflows, defining role-based access controls, and embedding policy-driven approval steps into talent progression processes. These governance and process adjustments were implemented to routinize leadership planning and to scale structured talent decisions across Holcim's HR organization. |
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