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Behind the scenes of Cornerstone’s bold new vision to power the future ready workforce

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Descubra como podemos ajudar sua organização a atrair, desenvolver, reter e gerenciar talentos para maximizar seus resultados de negócio.

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Announcing the Convergence 2021 featured speakers: Dan Levy and Malala Yousafzai

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Announcing the Convergence 2021 featured speakers: Dan Levy and Malala Yousafzai

We’re counting down the days to Cornerstone Convergence 2021. Get ready to join over 20,000 talent professionals on November 16-17 from the comfort of your laptop at this 100% virtual and completely free event. There’s so much to look forward to at this year’s event, but we’re especially excited to announce this year's special guest speakers, Dan Levy and Malala Yousafzai! Levy is an Emmy® Award-winning writer, actor, director and producer best known for his work on Schitt’s Creek. And Malala is the Co-Founder of Malala Fund, a recent Oxford graduate and a Nobel Prize laureate. To get you even more excited, here are two previews of their can't-miss Convergence sessions. Meeting the Moment with Dan Levy We give rise to our greatest work when we embrace the strengths that lie in our individuality and build a shared vision for something better. Join this session to hear Dan Levy share his personal journey of using creativity to overcome obstacles and Meet the Moment. Register to see Dan Levy A Moment with Malala What does it take to move forward in the face of adversity? To pursue a higher purpose, in spite of targeted violent backlash? When Pakistani education activist, Malala Yousafzai was just 15 she learned the answers to these questions as she recovered from an assassination attempt by the Taliban. Join this session to hear Malala share her story of personal resilience and collective purpose in driving global education for girls everywhere. Register to see Malala Even more excitement at Convergence 2021 The next year of work will be all about turning change into opportunities for everyone. Check out a sneak preview of just a few Convergence speakers and informative breakout sessions. Bold Thinkers Dealing with Microaggressions and Healing from Workplace Trauma – Featuring Minda Harts, CEO of The Memo LLC More Bold Thinker sessions led by Jason Lauritsen, Laurie Ruettimann, David Wilson, Josh Bersin and others. Customer Spotlights Delivering skills-first careers powered by AI – From Deutsche Post DHL and Alstom More strategies, tips and advice from the Cornerstone and Saba community in our Customer Spotlight track, featuring Dell Technologies, Johnson & Johnson, Nespresso, the Commonwealth of Kentucky and more. The Content Channel The World Premiere of Seat at the Table – A Cornerstone Original Series Other sessions focused on leading innovations in learning content from top providers such as Cornerstone Studios, TED, ITProTV and Mind Tools. Daily Keynotes Conversations with industry luminaries and Cornerstone executives about reimagining work and Cornerstone’s vision for leading the way. Join us at Convergence and Meet the Moment Convergence 2021 is your opportunity to get inspired, find “ah-ha” moments, connect with your peers and explore the future of work (and your role in it). As a talent leader, you're connecting what your people need to your organization's evolving goals so everyone thrives in this moment. We’ll see you there!

Behind the scenes of Cornerstone’s bold new vision to power the future ready workforce

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Behind the scenes of Cornerstone’s bold new vision to power the future ready workforce

Brand, schmand. This isn’t about a new logo, though you’ll notice we have one. It isn’t about a new purpose because, for over 20 years, we’ve been obsessed with helping people realize their potential and achieve extraordinary things. This is about the “never normal again” workplace and Cornerstone’s unwavering focus on blazing trails in learning and talent innovation and helping our customers meet the future, ready. The time is now (to rethink the way we work) We all know the future of work is upon us. It’s an environment of unrelenting business transformation and tectonic shifts in the way we work. And it’s a time of dramatic change for people. The lines between work and life have now been erased, and more than ever, we’re looking to our organizations for a sense of stability, community and purpose. And as humans, we’re in a mode of deep self-reflection. We’re all taking this moment to reassess our paths and reinvent who we are, who we want to be and where we want to go. This future demands more agility, resilience and alignment as priorities change, skills advance, and goals evolve. It requires a significant shift in organizational mindset as we partner together to build deeper connections with each other and rally around a shared sense of purpose and community. It requires that every one of us be more empowered to develop, grow and engage in ways that are so uniquely personal. That’s some heady stuff. And it’s why at Cornerstone, we knew we had to think differently. And that’s the genesis of not just our audacious new look but our bold new vision to power the future ready workforce, too. Rethinking how we work is about a fundamental shift to a more human approach to work, and we believe talent leaders are central to making that happen. The rise of the modern talent leader If there was ever any question of the importance of talent leaders within our organizations, that debate is now over. The dramatic disruptions in work over the past 18 months have catapulted talent leaders into the spotlight, expanding their influence across organizations and championing the shift to “back to human” models that re-focus on people. Today’s talent leaders hold the golden thread — they connect people with new growth opportunities and align business goals with a larger purpose to help their organizations achieve extraordinary success together. And for talent leaders to create inspired, aligned and successful workforces, Cornerstone knew they needed more than another disjointed piece of technology in their toolkit. We knew this was our opportunity to empower talent leaders — not just with technology iteration but with a leapfrog vision to reimagine the work environment. That new work environment is a place where everyone shares a common language of success, every individual has the flexibility to create a growth plan as unique as they are and everyone can work with more autonomy, freedom, creativity and agility than ever before. To make work a place that works for everyone. Experience how Cornerstone can help your organization unite people growth with business success to create work environments that inspire growth, productivity and success for all. Delivering a new system of work For more than 20 years, Cornerstone has been the leader in people development. So we knew one thing for certain — the future of work requires a new approach to people growth. Along with our new brand, we’re creating a new an environment that embraces each person’s unique needs and goals, unites everyone in a shared language of growth and success and creates more freedom and agility in the way we work — no matter who we are, where we work or how work gets done. And this is why we’re so excited to share more with you about our acquisition of EdCast. Together we have a bold new vision to revolutionize how people and teams learn, grow, connect and thrive in this new world of work. Join us on the journey to rebuild work We’re obsessed with helping our customers unite people and business success and meet the future, ready. Is this statement bold, daring and disruptive? Sure. But that’s what Cornerstone is all about. We also think it’s what our customers are all about, too. And we’re excited to take this journey with all of you! Learn more about how Cornerstone and EdCast are united, with you, in growth. Motivate your people with a personalized, purpose-driven growth experience that inspires.

Siemens delivers modern learning experiences

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Siemens delivers modern learning experiences

A critical part of delivering development to large organizations like Siemen includes seamless integration between learning platforms and e-learning content. Siemens leverages the combined strength of the Saba Cloud development platform and OpenSesame's comprehensive learning content. With the seamless integration of these eLearning courses into Saba Cloud Learning, Siemens can provide its employees with real-time access to cutting-edge content matched to their learning plans. As a result, Siemens has achieved efficiency and productivity gains, while also providing the modern, agile learning experience its employees crave.

Trends at Work

Talent development and employee wellness: COVID-19’s push to a new partnership

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Talent development and employee wellness: COVID-19’s push to a new partnership

COVID-19 has transformed nearly every aspect of our future. Almost all organizations got shoved into a giant experiment to enable employees to work from home. Organizational priorities got uplifted, shifted or completely replaced. The talent marketplace has been turned on its head, and the skills gap is widening. This is causing employers to rethink how they strategize, recruit, retain, and grow employees for the future of work. All this turmoil yields some new and possibly unlikely partnerships throughout many organizations. Consider employee wellness and talent development. Understanding the background of each of these efforts will reveal a partnership primed to flourish in the future of work. Understanding the history of employee wellness Employee wellness has been a focus for organizations across the globe for a long time. In fact, the history of employee wellness is quite robust. It is believed that the earliest focused efforts on researching and understanding the benefits of employee wellness date back to an Italian physician in the 17th century (Rucker). Naturally, this concept of employee wellness has evolved throughout the years. Workplace wellness resulted in ideas such as the 8-hour workday and Employee Assistance Programs (EAPs). For a substantial amount of time, wellness was focused only on the employee's physical health. Throughout this evolution, employees gained new benefits and programs; however, to better meet employees' needs, the concept of holistic wellness was created and expanded. Forrester Research defines employee well-being into three major categories that are split into eight sub-categories: Individual Wellness Emotional Wellness Psychological Wellness Physical Wellness Environmental Wellness Social Wellness Occupational Wellness Spatial Wellness Contextual Wellness Financial Wellness Spiritual Wellness These eight categorizations of wellness paint a much fuller picture of what employees need. However, most organizations look at employee well-being and talent development as isolated efforts instead of complementary pursuits. How talent management has evolved through the years Before the modern era of learning and performance management systems, talent management was focused on leadership bench building and succession planning. Since the 1950s, organizations like PepsiCo and GE were beacons for formalized, structured development programs (Harvard Business Review). These programs were isolated efforts without any coordination from the employee wellness department. However, as times and markets changed, organizations that did not adapt were forced to lay off much of the workforce, especially those considered non-essentials, like talent and wellness teams. In the late 1990s and early 2000s, talent management technology solutions emerged. Many primarily used these systems as compliance or transactional platforms — usually limited to — supplying courses to their employees focused mainly on regulatory or safety training. Performance reviews were typically focused on how the employee helped the business and not how the organization helped its employees. The access to advanced technology certainly allowed more engagement between talent and wellness teams. However, this was rarely the case. We now know that adaptability is crucial for organizations to survive. The future of work demands that organizations rethink their investments in their workforce and the relationship between wellness and talent. The data is already out there telling this same story. The affects of COVID-19 In 2020, Cornerstone analyzed all of its customer bases to gather insights into what type of content learners were seeking. Throughout its over 75 million users, the data showed a significant spike in content consumption on topics related to the shifts in environmental factors people were experiencing. In the spring of 2020, COVID-19 hit and forced most companies to enable work-from-home strategies. Cornerstone saw an increase in learning by a factor of five. The most consumed content focused on Remote Work and Effective Communications. By the summer of 2020, there was a six-time increase focused on "unconscious bias" and "working with multi-cultural teams." This reflects the social unrest happening in many areas and people turning to their employers to help gain understanding. Then, in the fall of 2020, there was a three-fold increase, focused on Remote Work and Mental Health. By this time, employers were extending the work-from-home experiment and/or making permanent employee environment shifts, and employees needed to find ways to cope with that change. The theme within the data is that employees' wellness is affected by their situation and environment, and they turn to their employers for support on crucial topics in their lives. However, the results also show a gap between what content employees want (knowledge, skills, wellness) and what employers traditionally offer (compliance, regulatory or safety). With any gap comes an opportunity to adapt — a clear call for the wellness and talent teams to partner up to meet the growing needs of their workforce. According to MIT Sloan Review, 85% of employees say their work stress is bleeding into their home lives, 78% of workers say the pandemic affects their mental health, and 76% think employers should be doing more to support their workforce. As a result of the pandemic, employers are forced to think of new ways to engage with their employees by prioritizing connectivity and flexibility to meet the needs of their workforce (Tulane University). This is an area in which adept organizations' talent development teams recognize the impact they can make on their employees' wellness and development. The data is clear. Employees are looking to their employers for more significant support in their lives. This is why benefits and wellness teams need to create stronger partnerships with their talent management teams. To truly engage employees across all eight types of well-being, organizations need the right strategy, content and vehicle for delivering that content. By aggregating this data, a few generalized themes emerge: Employees want ways to be engaged and to grow; Employees need a sense of community and belonging; Employees seek understanding about the events around them; and, Employees need a sense of purpose and direction. Wellness, talent and the future of work The path forward needs to be engaging and empower employees to excel in their careers. That path should include suggestions of how they can grow. Employees need to feel included in a social learning community, which is not strictly focused on work. There need to be methods for employees to learn about the world around them and a feedback loop for employees to be heard (Forrester). Achieving this requires a joint effort between HR functions like wellness and talent, focused on enriching their employees' lives and addressing all areas of wellness. At a macro level, here are some opportunities where talent and wellness teams can combine their efforts: Integrated wellness and learning culture with managers leading by example Wellness and development embedded into performance check-ins and reviews Career pathways and supportive development opportunities Content that enables growth beyond the role or company Social outlets where employees can connect and interact with their colleagues with similar interests To achieve these outcomes, we suggest the following: No meeting Fridays or introducing bookends to each day (MIT Sloan Review). Both focus on balancing workloads and transitions to home life, especially when there is no longer a commute home to decompress. At the organizational level, incorporate development and wellness-focused questions into the regular check-ins or reviews between leaders and employees. This will keep a consistent pulse on the workforce and lead to a greater understanding of what your workforce is passionate about and the pathways, job architecture and content needed to support that development. Create social groups or communities where all employees can engage with each other on various hobbies — workout bike groups, travel groups, food groups, etc. Having friends and a place to belong at work is critical to an employee's well-being (Forrester). Organizations can expand their support beyond their employee base to their families. By enabling the employee's family members to access a version of the organization's learning platform, they can learn about effective communication, resume writing, computer software skills and/or unconscious bias. Benefits teams can offer this as an added perk to employees during open enrollment. This provides the added benefit of family support to help ensure your employees are present and productive every day. These are just some of many possible suggestions that can be adapted to fit any organization. They show the importance of wellness and talent teams partnering closer together for the future success of any organization in this new future of work. The costs of not investing in your people It is widely known and accepted that happier employees are more productive employees. A preponderance of research shows the value of investing in employee wellness. In one study, Harvard Business Review researchers found a six-to-one, fully loaded return on investment of healthcare savings when organizations invest in employee wellness. The return on investment can manifest as reduced costs on premiums, claims, and lost workdays, amongst others. Furthermore, organizations should see increased employee engagement because of these investments. In a Gallup study, work units in the top quartile of engagement saw a 22% boost in profitability and a 21% increase in productivity compared to those in the bottom quartile. Gallup's study also found that higher employee engagement positively impacts nine key performance outcomes: retention, absenteeism, safety and quality. Whether called the "Great Resignation" or the "Great Migration," all industries face this issue. Attracting, retaining, and growing employees is more critical now than ever before. The pace of technology is making that abundantly clear. The cost to replace an employee can vary drastically, ranging from 50% to 400% for High Potential (HiPo) employees (ClearCompany). SHRM calculates that it costs upwards of 200% of the employees' salary to replace them. Consider an employee making a salary of $50,000 per year. At 200% of their salary, it will cost the organization $100,000 to replace them. Multiply that by a factor of 100 employees, and the cost to the organization increases to $10 million. A sizeable amount that likely any organization would prefer to reinvest into growth instead of spending on retention issues. What we owe to each other According to Forrester's research, the degree of focus an employer puts on employee wellness can vary based on geographical location, culture, and industry. Yet, COVID-19 had no regard for location, culture, or industry. It disrupted every aspect of what we considered our "normal" lives. The history of employee wellness and talent management has taught us that the way things were are not how they will or should be (Rucker & HBR, respectively). One of the worst phrases a leader can say is "this is the way we have always done it" because it only leads to stagnation. The responsibility is on the employer to better support their employee population if they want to attract, retain, and grow top talent. The organizations that will survive and thrive in the future are the ones that become agile to the ever-changing environment they've been thrust into. Forrester's data reveals that "COVID burnout" creates a considerably greater reliance on organizations to provide wellness support to their employees. From saving on healthcare costs (HBR) to saving on people assets (SHRM) and factoring in the high attrition rates resulting from COVID-19, the numbers are an apparent reason why organizations need to prioritize this. Fortunately, the return on this investment is there, and top executives reposition this from a cost function to an investment proposition. Sources "The interesting History of Workplace Wellness," Michael Rucker, 2016 "COVID-19's Impact on Corporate Wellness", Tulane University, 2021 "How Employee Engagement Drives Growth," Gallup, 2013 "Employee Wellness Programs Are No Longer A Nice To Have," Forrester, 2021 "How Organizations Can Promote Employee Wellness, Now and Post-Pandemic," MIT Sloan Management Review, 2021 "What's the Hard Return on Employee Wellness Programs?" Harvard Business Review, 2010 "Talent Management for the Twenty-First Century," Harvard Business Review, 2008 "What Makes High-Performing and HiPo Employees?", ClearCompany, 2021 "Retaining Talent," SHRM, 2017

Closing the Skills Confidence Gap: Cornerstone Global Skills Report 2022

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Closing the Skills Confidence Gap: Cornerstone Global Skills Report 2022

Since 2020 got started, so much has changed, yet so much hasn't. When we conducted the 2020 Cornerstone Global Skills Report survey a few weeks after the World Health Organization (WHO) declared COVID-19 a global pandemic, we were pretty sure it'd uncover some interesting insights. And it did not disappoint. A key finding led to what we dubbed the "Skills Confidence Gap." This statistically significant gap revealed the surprising difference between employers' and employees' levels of confidence in their organizations' skill development support. About 18 months later, we were curious to learn if the Skills Confidence Gap shrank or widened. So in the fall of 2021, we partnered with Starr Conspiracy again to conduct a new global research study and examine how effectively organizations are evolving their people development practices to meet the changing nature of work in a post-2020 world. And it's not like we'd write this entire blog if the report weren't full of interesting statistics and revelations. So here's a rundown of what we found, how it affects work and why it matters for your organization. The Skills Confidence Gap and you At the start of the pandemic, we were already in the middle of a global skills shortage. Employers said they couldn't find people who had the skills they needed to fill roles. But in the minds of their employees, the organizations already had found the people; it was them. The holdup was that the employers weren't doing enough to support their skill growth into those open roles. Our study found a 30% gap between employer and employee perception of the organization's commitment to effective skill development. Only 60% of employees reported they were confident in their organization's prioritization of skill development opportunities compared to 90% of employers. Unfortunately, that gap hasn't closed. And now, employee confidence has dropped even more. Only 55% of employees in 2022 say they have confidence in their organization's skill development opportunities. This year, we expanded the scope of our research to include three major points of how employers and employees view their organizations': Continued investment in skills Ability to influence talent and business outcomes Response to the pandemic We also examined how organizational performance factored into those investments, which may be the most exciting result in this year's research. More on that later. What makes high-performing organizations so high performing First and foremost, it's important to note our recent research revealed that both organizations and their people see skills development as an increasingly important part of navigating their shared future. What separates high-performing organizations from the rest is how they're investing. Our research looked at high-, average- and laggard-performing organizations. How we determined an organization's performance level based on mainly three measurements: Profitability Turnover Net Promoter Score® (NPS®) High-performing organizations have industry-leading profitability, low turnover and high employee NPS scores. We compared high-, average- and laggard-performing organizations' approaches to skills development, talent strategy and how they reacted to the pandemic. High-performing organizations reported a much smaller Skills Confidence Gap than average or laggard organizations. There was only an 11% gap between how employers and employees perceived the effectiveness of their organization's skill development programs in high-performing organizations. Average-performing organizations had a 35% gap, and there was a record 42% gap for laggards. There were also gaps between laggard- and high-performing organizations when it came to: Leadership development Internal mobility Employee engagement Retention Quality of hire Diversity and inclusion It's clear that during an era of uncertainty, high-performing organizations believe in investing heavily in their people and their skills as a strategy to grow, innovate and perform. High-performing organizations are successful when they develop the skills of their workforce and align to the perceptions, needs and desires of their workforce. Closing the gap It's no surprise that employers' most urgent concern in the next three years is skills and talent shortages, with 48% citing this as one of their top three concerns. And some organizations are taking it seriously by reporting they've either already begun prioritizing skills development or plan to in the next year to help mitigate that concern. The results were varied: High-performing organizations – 72% will prioritize in the next year, and 47% have already begun Average-performing organizations – 34% said they planned to make changes in the next year, and 33% said within the next three years Laggard-performing organizations – Nearly 3x more likely to have stalled skills development investments than high-performing organizations. Where employees want to learn Aside from "independent internet research," employees reported that the most likely place they go for career development information is their "organization's skills and development platform." And successful learning platforms increase employees' desire for more learning, which feeds into creating a culture of learning in your organization. High-performing organizations have also found that investing in various learning and skills development is vital. They're investing in a multitude of opportunities and winning out in on-the-job skills training, mentoring and coaching programs, formal education and university learning, learning content and learning and development technology. There's no one right way to create a skills development program for your organization. What can make you a high-performing organization is to listen to your people and give them all the skill development opportunities they crave. It's an investment that pays off for employees and employers. How many other things genuinely do that? Download the report today.

What you may have missed in Season 4 of the HR Labs podcast

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What you may have missed in Season 4 of the HR Labs podcast

That's a wrap for the HR Labs season four podcast! Season four was packed with strategies to meet the future ready, from leveraging AI to building equity into the employee experience. For more resources, access our whitepaper, Meet the Future, Ready: A Guide for Talent Leaders. What is HR Labs? HR Labs is a podcast that explores how to create a better employee experience for all your people. In season 4, new host Summer Salomonsen examines how talent leaders can help make work truly "work" for all employees. It's no secret that the way we work has changed over the last few years and that people are thinking differently about what they want from their jobs. Along with HR leaders and experts from organizations like McKinsey, Amazon, and Deutsche Post DHL, Summer explored topics like learning, skills, career growth, AI, equity, and more to understand how we can build a more connected workplace. In case you missed the episode or want to relive the season, here's an episode breakdown. Episode 4.1 – Let's rebuild work How can talent leaders lead the way when it comes to rebuilding the way we work? Carly Cooper, head of culture and transformation at Vianai Systems, talks all about the connection between HR and culture, the components that make up a solid organizational culture, and how talent leaders can lead the way. Listen on Apple or Spotify. Episode 4.2 – Make learning foundational to growth When we think about employee growth, we think about the skills people need to build to prepare themselves and their organization for the future. So how can talent leaders facilitate learning experiences that lead to opportunities for employees to develop? Lisa Christensen, director of the learning design center for excellence at McKinsey & Company, unfolds the concept of learning and development as a shared responsibility between organizations and their people. She also discusses how modern apprenticeships can fuse learning and development meaningfully and the role frontline leaders and managers play in making those learning experiences successful. Listen on Apple or Spotify. Episode 4.3 – Turn skills into your new growth language Upskilling and reskilling are essential for helping today's workforce adapt to changing industries, markets and global environments. But how can skills also drive the growth opportunities that employees crave? Meredith Wellard, VP of group learning talent and platforms at Deutsche Post DHL, redefines how we think about skills in the workplace. Together, she and Summer explore the results of Deutsche Post DHL's investment in skills and provide a framework for how organizations can put skills to work for their people and their business. Listen on Apple or Spotify. Episode 4.4 – Changing from career paths into career possibilities It's no surprise: The best way to help people achieve their full potential at work is to provide development opportunities. But are we — organizations and individuals alike — being too limited in thinking about career growth? Leadership Speaker and Author Julie Winkle Giulioni joins Summer to help us look beyond promotions as the only way to measure career growth. They discuss what it means to provide career possibilities, review a framework managers can use to support their employees' growth needs, and examine why it's so crucial in our current moment to prioritize organic growth opportunities. Listen on Apple or Spotify. Episode 4.5 – Reexamining the Role of HR in the Age of AI AI is all around us. Still, there's untapped potential in how organizations can leverage the technology, which means HR leaders have the opportunity to see even more benefits. Chief Research Officer, Author and Podcast Host Ben Eubanks joins Summer to unpack opportunities where AI can support HR functions now and in the future. They explore AI's role in taking on rote and repetitive tasks and helping HR teams become better "people" people by giving us the ability to ask the right questions and execute better judgments. Listen on Apple or Spotify. Episode 4.6 – Putting equity into practice As HR leaders, it's on us to provide equitable experiences to our employees. But how can we make sure our actions reflect our intentions and deliver on that promise? Jenn Hultman, leader of global operations and strategy for talent acquisition at Amazon, joins Summer to discuss how we can build equity into the employee lifecycle, starting with recruitment. They walk through how to adopt an equity-focused mindset about recruitment and ways to uphold equitable processes and practices to give every employee access to the same opportunities. Listen on Apple or Spotify. Episode 4.7 – Thinking big and bold about the future ready workforce We've had to respond to massive instances of change over the last few years, from navigating remote work to the Great Resignation and skills shortages. What's on the horizon, and how can HR leaders prepare their organizations to be future ready? This episode seeks to find out. John Helmer, writer, consultant and the host of his own podcast, The Learning Hack, sits down with Summer Salomonsen for the final episode of the season. They discuss beneficial outcomes of building a future-ready workforce right now and the trends and market shifts shaping tomorrow's learning and talent strategies. Listen on Apple or Spotify.

Skills Building

Professional skills training designed for the modern employee

Ficha técnica

Professional skills training designed for the modern employee

Build stronger communicators, strategic thinkers, and higher functioning teams across the organization with the Content Anytime: Professional Skills subscription, and develop employees of all levels and across different functions to new heights. An organization is only as good as its people. Your people are what drive strategy, sell products, innovate, support customers, and make decisions. With the Content Anytime: Professional Skills subscription, your learners will have access to premium content from Cornerstone’s award-winning studio as well as top learning brands in a number of topics and modalities to serve different learning preferences.

Building skills for the future of work

E-book

Building skills for the future of work

In the HR world today, we hear a lot about upskilling or new skilling the workforce to prepare for changes — whether it’s adapting to new technology or new ways of doing business. In fact, according to research from PwC, the availability of key skills is a top concern for business leaders worldwide as they look to ready their companies for the future of work. But even though technology is driving the need for new skills, the skills that will help companies tackle the challenges they face — from transforming in the face of disruption to pursuing revenue growth and increasing operational efficiency — are not technical. In fact, training for those skills is producing less return than it has in the past because business changes are so rapid. Some skills become outdated or unnecessary thanks to automation, for example. But regardless of our predictions, technology can create jobs just as much as it replaces them. Increasingly, it’s our uniquely human skills that will qualify us for those roles and help organizations adapt to these changes.

Bridge the Workforce Skills Gap: 3 Key Places to Start

Artigo técnico

Bridge the Workforce Skills Gap: 3 Key Places to Start

New global research from the Cornerstone People Research Lab shows that organizational leaders and employees are rallying around the importance of skills. However, the research identified a serious confidence gap between employers and employees about their ability to consume skills development and showed that it is challenging to develop critical skills in a way that’s effective and meaningful for employees. 90% of leaders vs 60% of employees feel confident in their company’s ability to develop their skills The acceleration of workplace change, with both short-term shocks and long-term trends, is making employees concerned about a skills deficit and is leaving them feeling insecure about the future of their core skills and roles. This e-book offers practical next steps for talent leaders to address and enable skills development to empower their people and organization. In this eBook you’ll gain insight into: Closing employee confidence gaps in your skills development programs Identifying the skills employees need to succeed And removing barriers in skills development Learn more with practical steps for developing skills at scale to build stronger, more adaptable and resilient people and organizations.

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