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Qué hay detrás de la nueva y audaz visión de Cornerstone para preparar a los trabajadores del futuro

Theresa Damato

Chief Marketing Officer

Brand, schmand. No se trata de un nuevo logo, aunque habrás visto que tenemos uno. No se trata de un nuevo propósito, porque durante más de 20 años nos hemos dedicado en cuerpo y alma a ayudar a las personas a desarrollar su potencial y lograr lo extraordinario.

Se trata de un lugar de trabajo en el que ya nada volverá a ser igual y del empeño de Cornerstone por abrir caminos hacia el aprendizaje y la innovación en talento, y por ayudar a nuestros clientes a tenerlo todo preparado para lanzarse al futuro.

Ha llegado el momento de repensar nuestra forma de trabajar

Todos sabemos que el futuro del trabajo ya está aquí. Ya se ha generado un entorno de transformación empresarial implacable y se han producido cambios profundos en la forma de trabajar. Y ha llegado el momento del cambio drástico en las personas. Las líneas que separaban vida privada y laboral se han borrado y, ahora más que nunca, buscamos la estabilidad, el compañerismo y un objetivo con sentido en nuestras organizaciones.

Y, como personas, nos encontramos en un estado de autorreflexión profunda. Estamos aprovechando este momento para volver a evaluar nuestros caminos y reinventar quiénes somos y dónde queremos llegar.

El futuro demanda más agilidad, resiliencia y armonización a medida que cambian las prioridades, avanzan las habilidades y evolucionan los objetivos. Requiere un cambio significativo en la mentalidad organizativa, por lo que creamos asociaciones para construir conexiones más profundas y desenvolvernos con un sentido de propósito y comunidad. Requiere que cada uno de nosotros dispongamos de una mayor capacidad para desarrollarnos, crecer e involucrarnos de formas extremadamente personales.

Es una tarea titánica. Y por eso, en Cornerstone sabíamos que teníamos pensar de manera distinta. Ese es el génesis no solo de nuestro nuevo y atrevido aspecto, sino también de nuestra audaz visión de vanguardia para preparar a los trabajadores del futuro.

Rediseñar nuestra forma de trabajar requiere un cambio fundamental a un enfoque más humano del trabajo, y creemos que los líderes de talento son esenciales para llevarlo a cabo.

El nacimiento del líder de talento moderno

Si existía alguna duda de la importancia de los líderes de talento en nuestras organizaciones, ese debate ya ha quedado obsoleto. Las drásticas interrupciones laborales de los pasados 18 meses han catapultado a los líderes de talento a la palestra. Estos líderes han aumentado su importancia en todas las organizaciones y han liderado el cambio a modelos “que vuelven a ser humanos” y que cambian el centro de atención a las personas.

Los líderes de talento de hoy día tienen en sus manos el hilo conductor: conectan a las personas con nuevas oportunidades de crecimiento y alinean los objetivos de las empresas con un propósito mayor; de esta manera guían a las organizaciones para alcanzar un éxito conjunto extraordinario.

Y, para que los líderes de talento pudieran crear plantillas de éxito, inspiradas y alineadas, Cornerstone sabía que necesitaba algo más que un elemento tecnológico inconexo adicional en su oferta de soluciones. Sabíamos que era nuestra oportunidad de empoderar a los líderes de talento no solo con iteraciones tecnológicas, sino con una visión revolucionaria que reinventara el entorno de trabajo.

Ese nuevo entorno laboral es un lugar en el que todo el mundo comparte un lenguaje común de éxito, en el que cada individuo dispone de la flexibilidad necesaria para crear un plan de crecimiento tan único como él, y en el que todos podemos trabajar con más autonomía, libertad, creatividad y agilidad que nunca.

Para conseguir que el trabajo sea un lugar adaptado a todo el mundo.

Comprueba cómo Cornerstone puede ayudar a tu organización a aunar el crecimiento personal y el éxito empresarial a fin de crear entornos de trabajo que impulsen el crecimiento, la productividad y el éxito de todo el mundo.

La oferta de un nuevo sistema de trabajo

Durante más de 20 años, Cornerstone ha sido líder en desarrollo de personal. Para ello, teníamos una cosa clara: el futuro del trabajo necesitaba un nuevo enfoque.

Junto a nuestra nueva marca, estamos creando un nuevo entorno que abarca las necesidades y los objetivos exclusivos de cada individuo, conecta a todas las personas con un lenguaje compartido de crecimiento y éxito, y aporta más libertad y agilidad a las formas de trabajar; todo esto sin importar quiénes seamos, dónde trabajemos o cómo lo hagamos.

Por eso nos ilusiona tanto compartir más información sobre la adquisición de EdCast.

Juntos, tenemos una nueva y audaz visión para revolucionar la forma en que aprenden, crecen, conectan y prosperan las personas y los equipos en este nuevo mundo laboral.

Únete a nosotros en esta experiencia para redefinir el trabajo

Nos dedicamos en cuerpo y alma a ayudar a nuestros clientes a alinear el éxito personal y empresarial y a prepararse para lanzarse al futuro.

¿Te parece una afirmación atrevida, valiente y revolucionaria? Claro. Pero es la esencia misma de Cornerstone. También creemos que es con lo que se identifican nuestros clientes. Y nos ilusiona enormemente emprender este viaje con todos vosotros.

Echa un vistazo a la colaboración de Cornerstone y EdCast para que podamos crecer juntos.

Motiva a tus trabajadores con una experiencia de crecimiento personalizada y basada en objetivos que resulte inspiradora.

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Taking A Company-Wide Approach to Learning & Development

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Taking A Company-Wide Approach to Learning & Development

There’s a lot of coordination that goes into a company’s learning and development programming, from identifying skills gaps and creating engaging content to scaling initiatives company-wide. And because there’s so much complex planning involved, organizations can sometimes get caught up in the details, and overlook how L&D fits into broader organizational goals. A recent survey—titled "The Revolution is Now: New-Skill Your Workforce to Catalyze Change"—from Cornerstone People Research Lab (CPRL) and the Human Capital Institute (HCI) found that only 55% of organizations believe their L&D programs are well-aligned with their company’s overarching strategy. But CPRL and HCI’s survey reveals two logical ways to overcome this challenge. First, there’s a need for L&D executives to participate in strategic conversations around organizational goals to ensure that L&D planning aligns with broader business plans. And second, it’s important to share responsibility for learning effectiveness. If facilitating continuous learning is a part of everyone’s role, it becomes easier to integrate it organization-wide. Promote Cross-Departmental Collaboration and Responsibility To better align L&D efforts with overarching business goals, learning executives have to participate in strategic conversations about organizational direction. For instance, when business leaders gather to discuss goals and KPIs for the coming year or quarter, HR and L&D leaders should be involved in those conversations. And the opposite is also true: Business leaders need to help direct the learning outcomes framed against those goals. According to the "Revolution is Now: New-Skill Your Workforce to Catalyze Change" survey from CPRL and HCI, only about half (51%) of learning leaders report being involved in these discussions. During these business planning discussions, it’s important to establish accountability, especially among people managers. CPRL and HCI found 67% of people managers report being involved in the creation of content, but only 47% are involved in the accountability for the results. By holding more people accountable to the success of L&D programs, it can be easier for a company to spot pitfalls or opportunities for improvement. It creates shared goals for measuring effectiveness, and establishes a process for making changes. For example, by getting people managers involved in L&D initiatives, L&D leaders can work with them to get a better understanding of a specific team’s skill gaps or what reskilling or new skilling solutions will work best for them. All leaders in an organization, in fact, should be eager to participate and own their team’s newskilling, reskilling or upskilling efforts. Ask a people manager in the IT department to reiterate the importance of learning to their team, and track the amount of time their employees spend on learning content. This approach will not only create a shared commitment to continuous learning, but can also help leaders outside of L&D and HR get a better idea of what content or formats work best for their teams and recommend adjustments accordingly. Continuous Learning Is Everyone’s Responsibility Aligning overarching business plans and strategy with learning and development efforts can improve each’s efficacy. The more cross-departmental collaboration that exists, the more information that HR and L&D leaders have about their workforce and its needs, strengths and weaknesses. And with more accountability, all stakeholders in an organization can become more involved in ensuring the successful partnership between L&D and a company’s overall strategy. To learn more about the findings from Cornerstone’s "The Revolution is Now: New-Skill Your Workforce to Catalyze Change" survey and its recommendations for using cross-departmental collaboration and accountability to help with L&D efforts, click here to download and read the full report.

Why supporting neurodiversity is essential for any successful workforce today

Publicación de blog

Why supporting neurodiversity is essential for any successful workforce today

When we think of diversity in the workforce, we typically think of it along the lines of race, religion, sexual orientation or gender. But focusing only on those four is its own sort of constraint. To truly create a successful and diverse workplace, you need to ensure you're also embracing neurodiversity too. Understanding neurodiversity In the late 1990s, a single mother in Australia named Judy Singer began studying Disability Studies at University of Technology Sydney. Her daughter had recently been diagnosed with what was then known as “Asperger’s Syndrome,” a form of autism spectrum disorder. As she read more and more about autism as part of her studies, Singer also suspected that her mother, and she herself, may have had some form of autism spectrum disorder. Singer describes crying as she realized that her mother, with whom she'd had a tumultuous relationship throughout her childhood, wasn’t purposefully cold or neurotic as she had thought. She just had a different kind of mind. In her honors thesis, Singer coined the term “neurodiversity.” For Singer, people with neurological differences like autism spectrum disorder, attention deficit hyperactivity disorder (ADHD), or dyslexia were a social class of their own and should be treated as such. If we are going to embrace diversity of race, gender, religion, sexuality, etc., then we must embrace a diversity of the mind. The following video is an excerpt from the "Neurodiversity" Grovo program, which is available in the Cornerstone Content Anytime Professional Skills subscription. Neurodiversity in today's workplace Recently, neurodiversity has become a trendy term in diversity, equity, inclusion, and belonging spaces. And many organizations are working to hire more neurodivergent people, as well as give them opportunities to thrive at work. That’s why, at Cornerstone, we recently produced a series of lessons on neurodiversity. If your organization hasn’t prioritized neurodiverse inclusion yet, here are some reasons why it both supports your people and organization. 1) Neurodivergent people are underemployed Neurodivergent people, especially people with autism, are widely under-employed, regardless of their competence. In the United States, 85% of college graduates with autism are unemployed. According to a 2006 study, individuals with ADHD have higher rates of unemployment than individuals without. However, there is no evidence that neurodivergent people are less competent or less intelligent than neurotypical people. Organizations are missing out on talented people. 2) Neurodivergent people are more common than you may think Neurodiversity manifests in many different ways. It can encompass autism spectrum disorder, ADHD, dyslexia, dyspraxia, dyscalculia, Tourette syndrome, and many other conditions. And as scientists have learned more about what makes someone neurodivergent, they're identifying more and more people. According to the World Health Organization, 1 in 160 children have some form of autism spectrum disorder. The Centers for Disease Control and Prevention estimate that 1 in every 162 children have Tourette Syndrome, and roughly 8 percent of children under 18 have attention deficit hyperactivity disorder, or ADHD. And that's just children. How many adults, like Judy Singer's mother, have struggled their whole lives without a diagnosis? People who are neurodivergent are everywhere. Diverse organizations are stronger Diverse organizations and teams not only have better financial returns than less-diverse ones, but they also perform better. Having the different perspectives presented by people who are neurodivergent can help your team solve more difficult problems. Different perspectives and different ways of thinking lead to creativity and innovation.

Why Selecting a Leadership Development Program Is Way Too Complicated

Publicación de blog

Why Selecting a Leadership Development Program Is Way Too Complicated

Many organizations face a leadership gap and cannot find the talent needed to grow. We could blame the retiring baby boomer phenomenon, the free agent nation, or the lack of investment made in developing leaders. But since blame is a lazy man’s wage, I will not entertain that debate because there are too many options out there for developing leaders. There are many leadership development programs in the market. In minutes, with a simple Internet search or over coffee with your head of human resources, you can discover myriad high-quality leadership development programs that you could use in your organization to develop leaders. The problem is not finding a good program, but in choosing one. Answer the Right Questions So how does one choose? The problem we face in evaluating leadership development programs is that we get caught up in evaluating the content rather than asking a simple question, "What do we want our leaders to be able to do?" Each organization is unique in how it answers this question. And that is where the secret lies. If an organization can select a program that matches the answer to the question above, the selected program will likely be the right one. After all, each leadership development program is very good in some way. It is not so important which one you select. It is important that you use the one you select. In other words, the key is to not let it become another un-opened binder on the bookshelves of your management team. Be An Effective Leader Let me give you an example: If an organization’s answer to the question above is, "We want our leaders to be proactive and focused on the things that drive results," your choices are narrowed down to only a few programs that would deliver on that answer. And if I had to pick one program that would deliver on that answer, without hesitation, I would choose, "The Effective Executive" by Peter F. Drucker. It is a classic, and all five of the behaviors of effective executives taught in the book remain vital skills that any leader should practice if he or she wants to be effective in his or her organization. In the book, Drucker teaches that effective executives: Know where their time goes Focus on contribution and results Build on strengths Concentrate on first things first Make effective decisions This is not a book review or a plug for "The Effective Executive," though I do believe if you had to choose one set of skills to teach your leadership, it would be the five from Drucker’s book. This is a challenge for every organization to simplify the selection of leadership development programs, and ask, "What do we want our leaders to be able to do?" Answering this question clearly will help you choose the right program. After all, many programs are excellent. The secret to success is not in which program you choose, but that you get people to apply the program you choose. Photo: Can Stock

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