Employee Engagement Survey

여러분의 사람들과 교류

인재 프로그램의 효과를 측정하고 직원 참여도에 대해 정확하게 파악을 할 수 있습니다.

전세계 6000개 이상의 조직에서 신뢰 받는 기업

intertek
allegis
rsm
trinet
alaska airlines
ups

어떻게 직원들의 목소리를 듣고 있습니까?

펄스 서베이
맞춤형 서베이 및 서베이 라이브러리
캠페인 구축
대시보드 및 히트 맵

연결된 경험

개인화된 자기 주도적 성장 경험

개방형 아키텍처

원활한 연결과 유연성 극대화를 고려한 설계

맞춤형 성장

모든 사람과 모든 것을 연결하는 기술 플랫폼

지능적 인사이트

어려운 일을 대신하기 위해 개발된 AI

연결된 경험

개인화된 자기 주도적 성장 경험

개방형 아키텍처

원활한 연결과 유연성 극대화를 고려한 설계

맞춤형 성장

모든 사람과 모든 것을 연결하는 기술 플랫폼

지능적 인사이트

어려운 일을 대신하기 위해 개발된 AI

코너스톤은 제품 그 이상 가치를 제공하는 여러분의 파트너입니다.

Cornerstone은 단순한 제품이 아닙니다. 저희는

고객의 파트너입니다.

20년 이상 고객과 함께한 저희는 고객이 앞서 나갈 수 있도록 고객의 인재와 인력 혁신을 주도해 왔습니다. 저희 기업의 전문가 팀은 고유한 인재 관련 과제와 기회를 정확하게 이해하고 있으며 고객의 성공에 초점을 두고 최선을 다하고 있습니다. 저희와 함께 협력하시면 훌륭한 경험과 조직에 도움이 되는 의미 있는 결과를 제공할 것입니다.

Related Resources

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고객 및 파트너와의 탄탄한 관계 구축

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고객 및 파트너와의 탄탄한 관계 구축

업무 환경이 빠르게 변화하는 현실에서 귀사는 역동적이고 적응력이 뛰어나야 합니다. 중요한 외부 이해 당사자와 탄탄한 관계를 형성하려면 전보다 훨씬 조직적으로 요구에 부응할 수 있어야 합니다. 유연성과 고유함을 갖춰 귀사의 비즈니스에 맞게 구축이 가능한 Cornerstone Extended Enterprise 는 귀사의 성장에 맞게 확장할 수 있으며, 외부 고객에게 충분한 정보를 제공하여 최신 오퍼링을 채택할 확률을 높여드립니다.

It's Time for Diversity Training to Evolve

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It's Time for Diversity Training to Evolve

I was perusing Fast Company recently when an article caught my eye. The piece challenged the effectiveness of diversity policies and training in many companies. As a matter of fact, it went so far as to say that many of them are backfiring. In brief, a group of researchers from the University of California, Santa Barbara and University of Washington found that white men felt threatened by pro-diversity initiatives. What's more, citing a longitudinal study of more than 700 U.S. companies, they discovered that not only were programs aimed at reducing racial bias among the management group less effective, but also that some weren't successful at convincing underrepresented minorities that they would be treated more fairly. I say this in my book, Unleashing Capacity: The Hidden Human Resources, a lot, but it bears repeating, "It's not about the model, it's the mindset." Merely posting policies as a blanket warning isn't effective in creating inclusion for all. It is only going to work if you work on it, so consider delivering and reinforcing diversity in a manner that creates universal accountability. Here are three suggestions on how to accomplish just that: 1) Focus on Collaboration Without Bias I'll be quite blunt here: The world is rapidly becoming widely diverse, with people of color comprising much of the population at large. Diversity training is meant to reinforce that we should all be able to work together to accomplish our goals, regardless of differences. The more you can consistently deliver on this common-sense approach without calling out white males or alienating minority groups, the better the training will work. It's about collaboration without bias, education without prejudice and the advancement of the corporation without tearing it apart from the inside due to cultural concerns. Everyone from the CEO on down must drive this message home, and it must be a part of the daily culture with reinforcement from training when necessary. 2) Embrace Diversity In Your Own Organization The populations meant to be served by diversity training must see evidence of it in the workplace. The management population must be diverse. There must be diversity of thought, reward for ideas and an embrace of different cultures, experiences, languages and histories. Ensuring that your leadership reflects your diversity program is just good business, and it sends strong message to the employees and the market that you believe in progress as practice 3) Reward Self-Directed Progress The Fast Company article mentions the success of PwC's 4REAL diversity training, where self-directed diversity training modules are completed and progress is tracked. In a world that seems to be shoving back on the perception of "forced diversity," it makes sense that individual direction would be more widely accepted. Giving individuals a deadline in which they must complete the training, but then leaving the progression and experience entirely to the individual creates a personal experience they'll remember. Also, utilizing technology in this manner enables efficient delivery across the entire workplace, both virtual and physical. The future is rapidly approaching, and with an ever-diversifying world of work buoyed by rapid technological advancement, HR and the companies we support are most certainly heading toward a greater need for inclusion than any time in history. I stand ready to help you create the workplace that exceeds the expectations of current and future workforces. Photo: Twenty20

Talent Is a #1 Priority: 8 Best Practices for Employee Engagement

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Talent Is a #1 Priority: 8 Best Practices for Employee Engagement

Employees are the center of the conversation at companies, because they're ultimately the energy, muscle and brains behind what the company produces. More and more companies are realizing the value of their top talent and in return are rewarding them for their hard work with gourmet food, on-site massages and unlimited vacations. While those perks are nice-to-haves, what employees really want is a company culture where they have the opportunity for growth and feel a sense of community. Despite efforts to please and pamper employees, 70 percent of employees feel disengaged at work, according to a Gallup poll. An active effort to improve the employee experience relies on reducing the number of disengaged employees. How? Here are eight tips to start: Take interest in employees' values and personal lives Empower employees to think outside the box Let employees take the lead on projects Talk about big wins as a way to congratulate the tea Provide learning and training opportunities Collect feedback about what employees value Make volunteering a priority Create a culture of constructive criticism and feedback Want to learn more about these strategies? View the SlideShare below. Talent is Here to Stay: Best Practices for Employee Engagement from Cornerstone OnDemand

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