UK Regional Report: Addressing the Global Skills Shortage

Research

UK Regional Report: Addressing the Global Skills Shortage

The new realities of work are creating long-term impacts — good and bad — for your organisation and people. The organisations that aren't struggling to navigate this uncharted wilderness succeed because they focus on developing the skills of their people. Learn how successful organisations worldwide use skills to ensure they and their people are thriving post-pandemic and how your organisation can do it too. Download this eBook to learn: How high-performing organisations are leading with skills The employer vs employee confidence gap The current state of skills development around the world Practical tactics from leading with skills and becoming an HPO

Discover more about Cornerstone

Learn how we can help your organisation attract, develop, retain, and manage talent to maximise business results.

Latest Stories

Everything Cornerstone accomplished in Q2

Blog Post

Everything Cornerstone accomplished in Q2

The first quarter of 2022 was a pretty great one for Cornerstone. You may have read our blog about everything we accomplished. So when we say that this quarter exceeded the high expectations we had coming out of Q1, know that we mean it. Mainly because we wouldn't have written this blog if we didn't. In the second quarter of 2022, we were all about growth. Growth in our people, capabilities, expertise and ambitions. Here are just a few of the things we accomplished in Q2: Uncovered leading trends across our industry Expanded our teams and capabilities Secured exciting wins with and for our customers Received consistent recognition from global industry expert Each of these achievements helped cement our position as a leader in learning, skills development, content, and AI-powered people experiences. And even with all that, there's still more to say about what Cornerstone accomplished in Q2. Identifying leading trends across the skills development landscape We kicked things off in a big way in Q2 with the release of our second global research study, Thriving in the Global Skills Shortage: Your Path Through the Wilderness. The report placed a bright spotlight on organisational trends in the evolving skills development landscape, with a specific focus on the widening employee-employer Skills Confidence Gap and the ongoing sense of urgency surrounding skills and talent shortages. The top three key findings from our research were: Employers and employees aren’t fully aligned on skill prioritisation Employees are not confident their organisations are prioritising skills in the future The Skills Confidence Gap narrowed or widened depending on organisational strength Cornerstone CEO Himanshu Palsule summed it up best, calling the research findings a demonstration of "how organisations and their people continue to see skills development as an increasingly important part of navigating their shared future successfully.” Remaining intentional in our business expansions We acquired a full other company this quarter. And we made definitive plans to acquire another. This is how we really kicked our “growth” into full gear. In Q2, we proudly completed the acquisition of EdCast, and with it promoted our intentions to revolutionise the learning landscape. Together, our teams have united and shared ambitious goals to solve the most critical talent and business demands we're seeing in work today. We can’t wait to watch as our shared vision comes to life. The Cornerstone and EdCast teams got to work quickly, announcing an exciting Zoom integration that will embed learning and training tools to help drive productivity and upskilling. And what comes next after the completion of one acquisition? Plans for a second, of course. We quickly followed the completion of our EdCast acquisition with the announcement of our definitive plans to acquire SumTotal. Now, we can’t share too much just yet, but we can say that this partnership will introduce some seriously impactful improvements for our customers in how they identify and develop the skills of the future, engage and grow their people, and adapt to organisational agility. EdCast and SumTotal weren’t the only newcomers on the block, however. We also welcomed two powerhouse leaders to our executive team: Ryan Courson joined Cornerstone as our chief financial officer. A fun fact about Ryan? He previously served as the youngest CFO of a public company, the Seaspan Corporation (no big deal!). Carina Cortez also joined Cornerstone as our chief people officer. Coming from Glassdoor as their CPO, Carina brings a unique perspective on the power of people growth and strong company cultures. Customer success all around the world Q2 was no exception when it came to helping our customers create purpose in what they do. Our successful efforts to help bring their organisations to the next level were reflected in our customers’ expanded partnership offerings, relationship extensions, and many new customers. Just a few of the legacy customers that saw more success with Cornerstone this quarter include: Smith and Nephew CDN UNHCR META O’Neal Allegis Group AmeriHealth Caritas Viking Group Inc. Americold Logistics Indiana Packers Corporation The National Bank of Indianapolis Ziggy’s Home Improvement Vital Farms Vensure Employer Services And new customers finding success as they start their journeys with Cornerstone: Grammar AG ASML Chewy Texas Commission TOI Management Many of our customers took their success to the big screen, garnering award-winning recognition. A special shout out to Suntory Holdings, Cardinal Health, DPDHL, and Estee Lauder Companies for securing big wins from the 2022 Chief Learning Officer in the Learning Elite Awards. Each of these customers was recognised for best-in-class levels of performance across five dimensions: learning strategy, leadership commitment, learning execution, learning impact, and business performance results We're just happy to be a part of it. Our customers weren’t the only ones winning in Q2 Seeing our customers thrive is always a win for us. We don’t mind accepting a little love from our industry, too. Cornerstone received a flurry of recognition from established industry experts and reports, including: Recognition as a Strategic Challenger in the Fosway 9-Grid™ for Talent Acquisition Ranking in HRO Today's L&D Baker's Dozen Named a Leader for Worldwide Modern Talent Acquisition Within Talent Management and Worldwide Modern Talent Acquisition by IDC MarketScape Winner of the 2022 Craig Weiss Top-Ten Learning Systems eLearning Industry’s Top Extended Enterprise Learning Management Systems List Rated as a Leader by HerbertNathan & Co. in the first Scandinavian LMS Report We also welcomed several meaningful awards in Q2 for our products, industry influence, and original content. Some highlights include: TrustRadius Top Rated Awards for Talent Management Winner Women Impact Tech 100 Honoree Top 100 HR Tech Influencers Winner Inspiring Workplaces Enterprise Finalist HR Tech Awards Winner for Best Advance in Practical AI in Talent Development 6-time Telly Award Winner for Cornerstone Originals for excellence in Diversity & Inclusion, Workplace Culture, Sustainability, and Corporate Training Q3 and beyond With the news of our intention to acquire SumTotal, there’s no doubt we will see even greater opportunities to help a larger, more diverse group of customers in Q3. Stay tuned for more on that in the second half of 2022. In the meantime, we’ll keep investing in our products, cross-functionality, and customer engagement to take our people experience, learning, and talent initiatives to the next level. We don’t take all these accomplishments lightly, and we’re proud to say that we’re on a clear path to changing the game in learning, skills development, content, people experiences and so much more. Be sure to check back in Q3 to see the latest and greatest from Cornerstone!

Three key lessons when leading through change

Blog Post

Three key lessons when leading through change

From the financial crisis of 2008, Brexit, COVID and this year the war in Ukraine – the business world has had its fair share of shifting moments during my tenure at Cornerstone. I’ve learnt that as a business leader during these times, roles and responsibilities need to be navigated cautiously. It takes careful skill and preparation to communicate humbleness without glorifying or glossing over the events or disruption in question, and while no leader ever wants to experience these events first-hand, they do need to be seen as stepping up to the challenge for the sake of the workforce. Having taken Cornerstone through some of these disruptive events in my tenure as a leader, I’ve encountered many challenges and learnt lessons along the way when it comes to leading through disruption. Here are three key lessons that I’ve learnt along the way: Taking the high ground Being seen and heard and keeping communication lines open so that employees and stakeholders feel an element of comfort is crucial. Virtual meetings and communication tools has made this easier than ever to be the visible leader that people want. If an event has a direct impact on your company and your people, it’s vital to keep communication as regular as possible. Depending on the circumstances, daily, weekly, monthly or ad-hoc updates or meetings clearly help to calm anxieties amongst your workforce. Not all approaches work for all regions As Cornerstone’s Chief International Officer, I’ve come to learn that not every approach or solution works for every region. Although you want to try and be as common as possible in your strategy and action, following disruption, you also need to be different as needed. This ‘glocal’ approach ensures global effectiveness but with local relevancy and is an effective way to deal with global disruption. But to do this, you need to get the communication pathways among countries in a solid, transparent position. The reason you hire local talent in the first place is so that they can be a part of your global journey, so making sure the decision making happens at a local level is crucial. Identifying “probortunities” Most leaders want to be viewed as superheroes with the ability to solve each problem in the blink of an eye, but the reality is that every disruption is unique. Identifying “probortunities” (problems that can be viewed as opportunities) can be helpful in understanding each issue in a crisis and determining the most suitable strategy to address them. While we cannot predict the next global disruption, I believe we are better prepared as leaders to optimise agility and readiness across people and business. We are more resilient as we’ve learnt and grown from the experiences, we know it’s important to position ourselves front and centre and keep communication open and transparent, and we’ve proven that by adopting a ‘glocal’ approach in navigating disruptions we remain in touch, relevant and on strategy. Go to our e-book, “Empowering people in the age of agility”, to find out more about how business leaders can turn change into opportunity.

Learning & Development: What we got wrong, and where we are going

Blog Post

Learning & Development: What we got wrong, and where we are going

If we look back in time at predicted vs. actual trends in learning and development, it’s clear that not all predictions actually come to fruition. Whether technology advances quicker than expected or we’re thrown unexpectedly into a global pandemic, learning and development is constantly evolving to keep up with the modern way of work. Don Taylor and Mike Bollinger recently shared their thoughts on which predictions we got wrong, and what we should expect to see in the coming year from learning and development. See here for the full webinar. What we got wrong The first prediction that saw itself falling short is the idea that “e-learning is a fad”. Whilst the term e-learning is broad, with both good and bad forms, it’s hard to deny that it has dominated the L&D space since the pandemic began. With lockdowns and furlough in our rear-view mirrors, we have seen a clear shift in mentality, with many employees opting for a hybrid approach to work, where online learning is available to help them stride towards their career goals. It was also predicted that “gamification will change everything”. Whilst this may have been on the road to being true back in 2015, gamification seems to have fallen off the tracks. It seems as though the attractiveness of the concept outweighed the underlying complexities. To do gamification right requires a huge amount of work, and success is never guaranteed. Besides, once games become compulsory, are they still considered fun? Priorities for this year Don and Mike presented three key priorities for HR departments to focus on in the next year. The first, a focus on the “skills of the future”. This is an evolution rather than a revolution, and we need to find a way to keep skills evergreen. Technology can help us to do this, acting as our very own skills engine, but we still need skilled workers to keep organisations agile and flexible. Secondly, data is not just pervasive. As we’ve seen a shift to automation, it’s important we focus our reskilling and upskilling efforts on those more complex skills that are less likely to be automated. Actionable insights are what get you in the door. Data is everywhere, but it is how you make sense of that data and turn it into knowledge to gain valuable insights. You don’t’ need perfect data, you just need to use the data you have wisely. Lastly, business acumen is central to the L&D role. You need to understand what is going on in your business. How do you measure success? What insights can be drawn from these measurements? And how can these be aligned to the goals of the wider business? HR is not a static role; it encompasses many moving parts and leaders need to be able to juggle these effectively. What to consider when building a learning strategy this year It’s no use trying to solve all your problems with technology, nor is it going to work trying to solve your problems in silos. Many businesses don’t even consider L&D part of the macro-challenge of retention and engagement. It is time to re-focus our priorities when building a learning strategy this year, and these tips are a great place to start: In order to maximise impact within a business, leaders must create a connected experience for businesses and employees Leverage AI to streamline your approach and gather baseline results to work from Learning and development should be seen as a business priority, not just a learning priority While we cannot accurately predict the future of L&D, we can put measures into place to help soften the blow of change. Products like Cornerstone help to create a connected experience between business and employee while gathering and analysing skills data that improves productivity and deepens insights. Working with technology can revolutionise the way a business functions, and 2022 is the year for L&D to really make itself known.

Trends at Work

Introducing an exclusive partnership with WaitWhat's Masters of Scale for an entirely new learning experience

Datasheet

Introducing an exclusive partnership with WaitWhat's Masters of Scale for an entirely new learning experience

You asked for popular podcast modalities and we delivered through a partnership with WaitWhat’s Masters of Scale. Check out lessons about building teams, developing products and scaling companies from the world's top leaders, now available in multiple Cornerstone Content Anytime subscriptions.

Putting Your People at the Centre of Business Success

Video

Putting Your People at the Centre of Business Success

Hear how Pret a Manger, Thames Water and Unibail-Rodamco-Westfield focused on their people to adapt their businesses to change in the uncertain times through 2020 and beyond.

Strategy is compatible with company culture

Blog Post

Strategy is compatible with company culture

What makes a real corporate culture? It encompasses the values, ethos and morality of an organisation. These values ​​are defined by executives, but it is up to HR to implement, mediate, and, if necessary, change these elements within organisations. In addition to the implementation of new corporate strategies, the right approach to solving digital change is with the employees. It is the workforce that has to deal with the new developments in a practical and active manner and incorporate the strategies on a daily basis. For this reason, it is vital to establish the best possible corporate culture. Here’s some clues to agree your strategy and corporate culture: Flexibility for HR If a company wants to change through its employees, this also means HR needs to re-establish itself. HR must position itself differently and, as a result, act as a strategic partner, instead of presenting itself as an aid to the management. Take Risks The fact that companies are often afraid of risks lies in the nature of the matter. Nevertheless, there are always phases in economic development, where risks are important. Digital change is one of these risks. It is also the only way to promote innovation and creativity. Leadership means not only to command, but also to inspire. Creating new digital strategies may be a risk but no culture can develop without even exploring its limits. Each manager must ask his or herself whether they are ready, to take the risk. Speed ​​up the transfer of knowledge Interlink your organisation in terms of learning. According to Cornerstone’s A License to Skill: Embracing the Reskilling Revolution report, there remains a confidence gap between organisations and their people when it comes to skills development suggesting investments in learning may not currently produce the desired outcome for your people. This breakdown in communication cannot be solved by further investments though, you first need to establish a learning environment. The scientists McCall, Lombardo and Morrison showed in 1988 that employees learn 10 percent through formal further education, 20 percent from colleagues and 70 percent by challenges. Successful managers should encourage their employees to learn autodidactically with their colleagues at the workplace. Investment in internal social networks – based on the rules of the collaboration functions – should not be stopped but encouraged. The goal must be unified learning processes in which the collaboration and sharing of knowledge among colleagues are the focus. This will accelerate the exchange of knowledge enormously and improve the efficiency of employees.  Consolidation Over the past few years, a highly-fragmented system has developed, which makes it difficult for companies to coordinate their network environment. The consequences are often unclear procedures and high costs, which lead to conflicts within the team and harm company culture. Large organisations often use different systems in each of their offices which are repeatedly incompatible. All processes and standards of a company should be standardised to consolidate internal processes. This will prevent disturbances and create transparency across the company. Communication Transparency allows teams across the company to understand all of the processes and to see themselves as part of a larger unit. Practices that actively promote this and are available to managers are, for example, performance reviews and employee interviews that take place not only quarterly or annually but continuously. Corporate strategy and corporate culture do not have to take separate paths, but represent two sides of a medal. The factors that make up the culture are like the oil in a machine consisting of innovation and success. This blog originally published in July 2017 and updated in November 2020.

Skills Building

Spotlight on Amplifon: Making learning available anywhere and anytime

Customer Story

Spotlight on Amplifon: Making learning available anywhere and anytime

A history of excellence in hearing aids Founded in Italy in 1950, Amplifon is a leading multinational company in the hearing care retail market. Thanks to continuous research in the field of auditory prosthesis and in-depth studies in audiology, otolaryngology and phoniatrics, Amplifon supports its customers in their selection of the best hearing aids available. The company takes care of the entire process, from distribution through fitting to after-sales service, with customer relationship care being the Amplifon Group’s true added value. The Group features an Italian network of over 600 centres and more than 3,000 service points. On a global level, Amplifon operates 9,200 outlets in 25 countries and employs about 18,600 employees and contractors. Investing in people Amplifon’s objectives include offering an innovative experience to its customers, stimulating growth in key markets around the world, and developing an increasingly efficient company where people’s talent makes the difference. To fulfil the last point of its mission and lay the foundations on which the company’s future will rest, Amplifon has defined a five-year (2020-2025) training and development strategy. The integrated L&D plan outlined by the Group rests on four pillars: Amplifon awareness, to create awareness with respect to corporate strategy on what is happening in all the different organisational units, and how everyone contributes to the success of the Group. This will ensure that each individual has all the elements at his or her disposal to make decisions, and to make a difference every day. Digital empowerment, for an ever-deepening digitalisation of work environments, so that people become the focus once more. For Amplifon, technology helps automate repetitive tasks and gives people the tools they need to make the best use of their own intuition, ingenuity and thought processing. Amplifon connect, which includes mentorship, coaching and change management programs, with the aim of breaking down silos and creating connections and contacts across all different Group levels. Amplifon lead, with dedicated leadership and management courses aimed at preparing “People Managers” and “People Leaders” to play the key supporting role in enabling people to grow and become an example for the Group. Based on these four pillars, Amplifon set up a training course that offers: The same training opportunities to all employees, regardless of location or specific task – because Amplifon believes that knowledge should be limitless Access to training anywhere, at any time, and from any device – thus guaranteeing complete freedom according to each individual’s different needs The opportunity to develop technical and transferable skills such as creativity, imagination,gination, project management skills, ethics Engaging and stimulating content, thanks to gamification logic Prioritisation of training content, using algorithms that take into account people’s needs, preferences, and interests Tailored training for a future-ready workforce The pandemic has forced companies like Amplifon to redefine their priorities, opening their eyes once again to the importance of training and development. More specifically, the major changes experienced by the labour market over the last two years have prompted the company to invest today in the development of what will be the key skills of tomorrow. Amplifon has thus decided to offer its employees highly personalised courses with a strong focus on talent and skills. In order to do this, the company favours a “complete experience” approach, relying on a single common platform which can be accessed by the entire global workforce.This platform not only integrates harmoniously into the employees’ working life, but is also able to stimulate them through customised training content that will enhance their autonomy. In May 2021, Amplifon thus implemented Cornerstone 's learning platform. Cornerstone is a provider of adaptive human resources management solutions, and their training content has been made available at the same time to all Amplifon employees globally. Since then, thanks to its high level of customisation and ease of use, the platform has been used to strengthen the four pillars of the Group’s L&D strategy and, in particular, to develop functional and cross-functional skills. With regard to the former, Amplifon can finally provide tailor-made content, calibrated not only to current skills but also to skills that will be acquired over the coming years in order to remain competitive and further develop its employees' careers. With respect to cross-functional skills – given the speed of change to which every type of job is now subject – Amplifon has chosen to provide specific paths that delve into the themes of data analytics, change management and project management. The aim is to embrace learning in the flow of work and make it a reality. Training as a tool to overcome inequalities The biggest achievement to date is the substantial increase in the number of hours dedicated to training by employees; to date, on average, each employee has totalled 24 hours of training per year. Thanks to a mix of strategy and technology, important progress has been made in making training and development available anytime and anywhere, and fostering collaborative learning and employee engagement. Amplifon believes that training fosters equal opportunities for all, regardless of personal background, gender, age or place of origin. Knowledge cannot survive without sharing.

UK Regional Report: Addressing the Global Skills Shortage

Research

UK Regional Report: Addressing the Global Skills Shortage

The new realities of work are creating long-term impacts — good and bad — for your organisation and people. The organisations that aren't struggling to navigate this uncharted wilderness succeed because they focus on developing the skills of their people. Learn how successful organisations worldwide use skills to ensure they and their people are thriving post-pandemic and how your organisation can do it too. Download this eBook to learn: How high-performing organisations are leading with skills The employer vs employee confidence gap The current state of skills development around the world Practical tactics from leading with skills and becoming an HPO

How Nestlé cancelled classrooms and empowered learner experiences online

Customer Story

How Nestlé cancelled classrooms and empowered learner experiences online

Improving the learning experience for employees worldwide Nestlé is the largest and most renowned global food and beverage company in the world but once the pandemic hit, much like everyone else, everything had to change — and fast. Operating in more than 80 countries worldwide with a training programme that was primarily classroom based, Nestlé needed to move all learning online, virtually overnight, to make learning accessible for everyone working from home. It also required a way to deliver structured and clear learning paths to its people to meet both learners’ and business needs. In addition, Nestlé wished to use this opportunity to encourage its people to take ownership of their development and career paths. Nestlé is also responsible for the employee training of its partners licensed to sell popular coffee labels, such as Starbucks concession holders, so it was necessary for these partners to be able to access learning in the same way as Nestlé employees. Why Cornerstone? Nestlé turned to its iLearn platform and Cornerstone OnDemand to help structure existing content, introducing learning playlists and creating academies to accelerate the digital learning process and the move online. With the help of Cornerstone, Nestlé was able to effectively roll out learning content services on a much wider scale than previously available. Nestlé also implemented the Cornerstone mobile app to ensure that all employees had easy access to learning. With many juggling childcare, home schooling and other key commitments, this offering guaranteed that learning could be conducted anywhere, at any time. Partners across popular coffee labels also needed to have access to learning fundamentals, as well as soft skills training such as how to become a great barista. Nestlé was able to harness the power of Cornerstone’s Extended Enterprise and Create offerings to guarantee learning was as easily accessible for non-Nestlé employees. The Results Created a centralised point of learning: With the iLearn platform and the creation of academies, powered by Cornerstone, Nestlé is now able to share content worldwide and ensure employees have access to the right materials. The creation of playlists meanwhile has enabled for more structured learning pathways and for Nestlé to create clear development journeys for its employees. Improved access to learning: By enabling learning on-the-go and making sure that training could be conducted via mobile and tablets, users are now able to access relevant training easily, regardless of their technology setup. Since moving to mobile, Nestlé has also seen a ten-fold increase in usage on the iLearn platform, with monthly visitor numbers reaching highs of 100,000. Increased engagement: On average, every Nestlé employee has increased their time spent on the iLearn platform by 50% in the last six months and the average session time on the iLearn platform has increased from seven to ten minutes. With clear insights and analytics also being fed back to managers, it will be easier to create new engaging content moving forward. Promoted proactive learning: With academy and playlist browsing, employees can search for what interests them rather than only using iLearn for mandatory training, helping transition from a culture of ‘push’ to ‘pull’ learning. With Cornerstone, learners can now also create their own content playlists to really drive the autonomy of personalised learning. Enabled seamless partner integration with extended enterprise: With Cornerstone’s Extended Enterprise, Nestlé has been able to set up personalised learning portals dedicated to partner training in one place for a smooth and seamless learning experience. This training is also highly accessible as coffee concession employees can complete training while at work on their mobile phones.

Talent Strategy

Three key lessons when leading through change

Blog Post

Three key lessons when leading through change

From the financial crisis of 2008, Brexit, COVID and this year the war in Ukraine – the business world has had its fair share of shifting moments during my tenure at Cornerstone. I’ve learnt that as a business leader during these times, roles and responsibilities need to be navigated cautiously. It takes careful skill and preparation to communicate humbleness without glorifying or glossing over the events or disruption in question, and while no leader ever wants to experience these events first-hand, they do need to be seen as stepping up to the challenge for the sake of the workforce. Having taken Cornerstone through some of these disruptive events in my tenure as a leader, I’ve encountered many challenges and learnt lessons along the way when it comes to leading through disruption. Here are three key lessons that I’ve learnt along the way: Taking the high ground Being seen and heard and keeping communication lines open so that employees and stakeholders feel an element of comfort is crucial. Virtual meetings and communication tools has made this easier than ever to be the visible leader that people want. If an event has a direct impact on your company and your people, it’s vital to keep communication as regular as possible. Depending on the circumstances, daily, weekly, monthly or ad-hoc updates or meetings clearly help to calm anxieties amongst your workforce. Not all approaches work for all regions As Cornerstone’s Chief International Officer, I’ve come to learn that not every approach or solution works for every region. Although you want to try and be as common as possible in your strategy and action, following disruption, you also need to be different as needed. This ‘glocal’ approach ensures global effectiveness but with local relevancy and is an effective way to deal with global disruption. But to do this, you need to get the communication pathways among countries in a solid, transparent position. The reason you hire local talent in the first place is so that they can be a part of your global journey, so making sure the decision making happens at a local level is crucial. Identifying “probortunities” Most leaders want to be viewed as superheroes with the ability to solve each problem in the blink of an eye, but the reality is that every disruption is unique. Identifying “probortunities” (problems that can be viewed as opportunities) can be helpful in understanding each issue in a crisis and determining the most suitable strategy to address them. While we cannot predict the next global disruption, I believe we are better prepared as leaders to optimise agility and readiness across people and business. We are more resilient as we’ve learnt and grown from the experiences, we know it’s important to position ourselves front and centre and keep communication open and transparent, and we’ve proven that by adopting a ‘glocal’ approach in navigating disruptions we remain in touch, relevant and on strategy. Go to our e-book, “Empowering people in the age of agility”, to find out more about how business leaders can turn change into opportunity.

The fully integrated virtual learning solution

Datasheet

The fully integrated virtual learning solution

Today’s workforce is more dispersed than ever before, making the need to learn and communicate across different locations critical to business success. So your organisation needs to support your employees with learning and collaboration capabilities wherever, whenever. With Saba Meeting, you can ensure high quality virtual training and well-connected team interactions. As a fully integrated virtual classroom solution, Saba Meeting helps you create interactive and engaging virtual events with breakout sessions, desktop, split screen and video sharing, collaborative whiteboards, polling, in-session text chat, emoticons, and more.

Client Excellence Awards: Volvo talks about its ‘Performance Touchpoint journey

Video

Client Excellence Awards: Volvo talks about its ‘Performance Touchpoint journey

Volvo won the Visionary in Performance Management Award at this year’s Client Excellence Award at Cornerstone Convergence EMEA. Here, Veronique Seurat, Capability Manager for Talent & Performance Management at Volvo Group HR, discusses the company’s transformation journey with Cornerstone and how Volvo changed the mindset of its employees and made performance a priority.

© Cornerstone 2022
Legal