When Debbie Pickle joined Williams as Chief Human Resources Officer, she and her team wanted to tackle the organization’s untapped workforce potential. Williams, an energy infrastructure company, transports 30% of the natural gas consumed in the U.S. and employs over 5,800 people across the country. Despite its strong reputation in the industry, the company was grappling with a familiar challenge: how to align the skills of its workforce with the fast-changing demands of the business.
“We believe that Gigs help our employees grow skill sets, participate in networking across the enterprise, and gain more exposure to others in the organization,” Debbie told me, using the language she later shared in her comments. “Our Opportunity Marketplace (or Internal Talent Marketplace), which is the one-stop shop for all Gig and Internal Job opportunities, really opened the door for people to raise their hands and say, ‘I’ve got these skills and I want to put them to work.’”
That’s when Debbie and her team decided to reimagine the way work happens at Williams. Rather than just a traditional Internal Talent Marketplace (ITM), Debbie refers to it as an “Opportunity Marketplace” where employees could take on “Gigs”—short-term, project-based assignments. Launched in June 2022, this platform wasn’t just a technology implementation but a cultural shift. “We now have completed approximately 100 Gigs,” Debbie noted. “Since our launch, 568 employees have participated in at least one Gig—some multiple times—and 2,649 employees have completed the onboarding process to enter the Opportunity Marketplace.” In most cases, multiple participants collaborate on a single Gig
The Moment of Realization
The turning point came during a quarterly review when leaders from different departments saw overlapping challenges. The workload was increasing, teams were stretched thin, and hiring externally felt like plugging holes in a leaking ship. Yet, the talent was already inside—they just needed a way to tap into it.
“Gigs went live in June 2022, and we’ve since seen that they are now a consistent and sustained lever for development across our Operating and Functional Areas,” Debbie said. “We’re seeing Gigs being frequently used by underrepresented and female populations—actually, Gig participation among females is 37%, compared to 21% representation enterprise-wide. For underrepresented ethnic or racial groups, it’s 31% in Gigs compared to 17% company-wide.”
That realization sparked a bold experiment: why not use technology to break down barriers and let skills and opportunities flow freely? In Debbie’s words, “This is just another standard offering now—leaders and employees are accustomed to utilizing it. We’re integrating Gigs into our standard processes, such as internal Hackathons, and our employees value the recognition from our CEO for highlighting impactful Gigs in company communications.” Hackathons (collaborative events to rapidly develop innovative solutions in limited time) for Williams is an internal multi-day event where teams collaborate to identify inefficiencies or pain points within the organization. During the event, teams pitch innovative and creative potential solutions along with implementation plans.
Building the Marketplace
The decision to partner with Workday was rooted in practicality. According to Debbie’s later comments, “The Machine Learning aspect of the Opportunity Marketplace suggests Gigs based on the skills employees have or want to develop. Gig Hosts can see ‘Strong’ Matches and even ‘Promote’ the Gig to nudge those strong matches. It’s all about connecting the right people to the right projects.”
But Debbie stresses that the key wasn’t just technology but the human factor. “We continue to support experiential learning through Gigs—this aligns perfectly with our 70/20/10 learning model (70% from experiences, 20% from others, 10% from instruction). Gigs have allowed employees to learn by doing, which builds real, tangible capability.”
Here’s what they learned along the way, re:
Make Skills the Common Language: “We encourage employees to identify existing skills and those they want to develop in the Opportunity Marketplace,” Debbie explained. “We’ve integrated these steps into the onboarding process for Gigs.”
Invite Employees to Drive the Process: “We spotlight usage and share success stories so others will consider posting or participating in Gigs,” Debbie noted. “We’re seeing more Gigs being posted in our field operations now than when we started.”
Train Managers to Be Coaches, Not Gatekeepers: “We’ve given guidance for leaders to consider Gig participation as part of performance reviews,” Debbie said. “If Gigs had a material business impact, they should be included in goals and milestones, and leaders should review Gig Host feedback during evaluations.”
Keep the Feedback Loop Open: “We’re coaching on greater Gig project clarity, recognition, and reporting for hosts and participants. As we move forward, we want to ensure proper recognition and drive that project clarity on the front end.”
Measure Success, but Stay Flexible: “Since launch, we’ve completed about 102 Gigs, and recognition can include performance considerations, even Spot or Champion awards up to $10,000 for especially impactful efforts.”
The Results Speak for Themselves
Six months after launch, the new approach was delivering results. Projects got done faster, and employees felt more engaged. Cultural change followed as employees embraced new opportunities.
Debbie pointed to specific successes: “We now consider Gigs during performance reviews and our Executive Officer Team values Gig participation. Impactful Gigs have been highlighted in employee town halls and communications. Our CEO has personally thanked those who have taken on these Gigs.”
Lessons for the Future of Work
Williams’ journey, as described by Debbie’s metrics and structured approach, offers lessons for the future:
Think Beyond Jobs: “It’s not just about roles—it’s about allowing employees to upskill and develop through real projects,” Debbie said. “We’re seeing people across the company and in all populations be selected for and benefitting from Gigs.”
Empower People, Don’t Just Manage Them: “With 568 employees participating in Gigs and 2,649 onboarded into the Opportunity Marketplace, employees are steering their development,” Debbie noted. “They’re not waiting for permission.”
Invest in Culture as Much as Technology: “We’ve integrated Gigs into standard practices. Hackathons spawn Gigs; leaders use Gig feedback in evaluations. Recognition is built in. This is no longer a one-off initiative—it’s part of who we are,” Debbie said.
As organizations face talent shortages and market uncertainty, Williams’ experience shows what can happen when you look inward and use data-driven tools to empower employees. By building bridges within—now concretely measured by Gig participation, machine learning matches, and demographic stats—Williams has created a foundation for sustainable success.
“The Opportunity Marketplace isn’t just a tool; it’s part of our everyday landscape,” Debbie emphasized. “We continue to spotlight success, drive project clarity, and ensure recognition for those participating. This approach isn’t just unleashing talent; it’s standardizing how we learn, grow, and innovate.”