For seven years when I worked at a nonprofit, harassment training meant popping in a VHS tape for my team and sitting through cringe-worthy scenarios filled with innuendos and bad puns. People would leave thinking, "Hey, I've never been harassed,” or “I'm not a harasser, this doesn’t apply to me."

Everyone learns differently. No matter the size of your organization — from 10 people to 100,000 — you’re faced with the same dilemma, how do you ensure your learning solutions can work for everyone? That’s why Cornerstone Studios creates a variety of series types. The more options you have, the more people you can serve. And their great work of providing outstanding learning options to our customers was just recognized with three Telly Awards!

As the uncertainty of the COVID-19 pandemic begins to wind down and workers are thinking about finding new roles, they are prioritizing skills development and career growth when making their decisions.

As pandemic restrictions begin to lift, there’s an emerging trend at work running parallel to returning to the office: People are quitting their jobs in record numbers. In the U.S. in May 2021, the U.S. Bureau of Labor Statistics reported more than five million people left their jobs.

Developing your organization’s back-to-work plan is not a simple task.

Standardization in the workplace has long been championed for the sake of productivity and efficiency. Whether it’s compliance training, a company’s approach to performance management or even a company’s “normal” working hours, having one policy for all is seen as fair.

At Cornerstone, we believe people can achieve anything when they have the right development and opportunities.

When CEOs asked human resources leaders to step up in March 2020 and help navigate their organizations through the chaos, every person I know prioritized their organization over their individual needs.

We recently announced the launch of our Cornerstone Innovation Lab for AI in Paris. Our AI Center of Excellence brings together experts on machine learning, artificial intelligence, human resources and data protection to research new ways of applying this technology to the field of HR, with a special focus on the employee experience.

It’s been about a year since the U.S. Supreme Court transformed the lives of millions of LGBTQ+ employees.

On June 19, 1865, news that the Civil War was over reached Galveston, the capital city of Texas. A brief statement, General Order No. 3, was read aloud. It went like this:

“I have some feedback for you.”

The words “ongoing” and “continuous” have been making their way infront of performance management because the norm continues to shift from one, year-in-review event to many regular conversations.

As more vaccines are administered and restrictions start to lift, we are beginning to see the light at the end of the tunnel of the pandemic in the United States. But at the same time, we are still very much in a grieving period. The global recovery landscape varies widely, and we’ve lost loved ones at record numbers — one in three Americans have lost someone to COVID-19 this past year.

Leadership teams have dealt with a huge amount of change over the last year. But this constant change is par for the course.

After nearly two decades of education and workplace learning experience focused on building meaningful learning opportunities for employees across industries and around the world, I have come to realize that it’s time we remedy the unnecessary bifurcation of what we refer to as “soft” and “hard” skills.

Whether you're in a stockroom, a fast food chain or even a bank, it's not uncommon today to encounter robots doing jobs that humans once did. In fact, tech research firm Business Intelligence estimates that the market for corporate and consumer robots will grow to $1.5 billion by 2019. While this development is exciting, it also drives the debate of whether or not intelligent machinery will challenge the role of human workers.

How much has the world of work changed as we embraced social distancing and found our own version of “shelter at home?”

Workforce Strategies for the New Economy - New hire onboarding to boost retention & engagement - Strategies to manage & develop multigenerational talent - Succession planning for the roles that matter most in the futureWorkforce Strategies for the New Economy - New hire onboarding to boost retention & engagement - Strategies to manage & develop multigenerational talent - Succession planning for the roles that matter most in the future

Last month, I wrote an obituary for normal: the way things used to be. Many typical practices and ways of working are no longer effective, forcing everyone to utilize the most valuable skill of 2020: adaptability.

The world of work changed virtually overnight with the global spread of COVID-19. In this series, we'll share personal stories and perspectives from Cornerstone employees who—like so many of us—are doing their best to balance life, work and learning from their couches, kitchen tables and other makeshift office spaces.

HR and IT need to work together to not only overcome their individual challenges, but also drive overall enterprise results. Effective IT and HR collaboration is critical when selecting and deploying a TMS. This paper will explore strategies and tactics to ensure the organization is better positioned to deliver on a talent strategy through a modern, integrated Talent Management System (TMS) that can support and enable candidates, employees, managers, and the business as a whole.

It’s official: We’ve entered the 2020s. The turn of the decade marks significant change—from new technology to the where and how we work. It begs the question: What does the future of work look like? We’re only halfway through 2020, and organizations have already experienced incredible amounts of disruption. Moving forward, companies will have to continue adapting to fast-paced change.

In the age of Big Data, business leaders and HR professionals are still learning to combine age-old intuition with analytics when it comes to making workforce decisions. Josh Bersin, principal and founder of research firm Bersin by Deloitte, mentioned in a recent interview that only 4 percent of the market is currently running sophisticated people analytics, while 50 to 60 percent of companies are still trying to make sense of the data they have.

Ready or not – digital transformation is here. With technology developing more rapidly than ever, the way we do business is changing and it affects everything from customer acquisition and our product offerings, to our tools and processes, to our workforce and work environments.

Why IT Needs to Think “Cloud” When It Comes to Empowering IT…And the Business Cloud platforms are the new normal. And it’s not just for the big guys; cloud is giving midsize business the same edge. So it’s no surprise that cloud deployments are popping up across every aspect of business—from sales and marketing to manufacturing. But why stop there? Talent Management, along with other HR components, is primed for clouded reinvention.Why IT Needs to Think “Cloud” When It Comes to Empowering IT…And the Business Cloud platforms are the new normal. And it’s not just for the big guys; cloud is giving midsize business the same edge. So it’s no surprise that cloud deployments are popping up across every aspect of business—from sales and marketing to manufacturing. But why stop there? Talent Management, along with other HR components, is primed for clouded reinvention.

In 2011, a group of online gamers collectively solved a problem in three short weeks that had puzzled scientists for decades: They found the structure of an enzyme that helps AIDS-like viruses reproduce. This communal discovery has become a go-to example that illustrates the benefits of gamification,

Editor's Note: This post is part of our "Cartoon Coffee Break" series. While we take talent management seriously, we also know it's important to have a good laugh. Check back every two weeks for a new ReWork cartoon.

Continuous change is the reality in our fast-paced world. Oftentimes, we find ourselves having change fatigue when everything is in a constant state of flux. In addition, it is difficult to gain support for change initiatives and most of them fail anyway (commonly believed to be about 70%). HR professionals are required to be proficient in change management. Yet, some practitioners may find themselves on the sidelines when major organization-wide change efforts are designed and implemented. This leads us to ask: What is HR’s role in change management?Continuous change is the reality in our fast-paced world. Oftentimes, we find ourselves having change fatigue when everything is in a constant state of flux. In addition, it is difficult to gain support for change initiatives and most of them fail anyway (commonly believed to be about 70%). HR professionals are required to be proficient in change management. Yet, some practitioners may find themselves on the sidelines when major organization-wide change efforts are designed and implemented. This leads us to ask: What is HR’s role in change management?

Your Human Resources department isn’t just a team of experts in managing people—they’re experts in managing your company’s people. And if it’s operating effectively, your HR folks have tried and true tactics for keeping things running smoothly. While every successful HR team is unique, most probably have regular check-ins with employees to discuss their goals and offer them development opportunities; gauge employee sentiment based on how they act at the office; take managers out for coffee to discuss leadership or succession questions. What’s the common denominator? Adequately addressing people problems requires people to interface.

With the stress of being newly remote comes a focus on logistics: How do I get my webcam to work? What does it mean if someone isn’t responding to my email? What if my internet goes out in the middle of a big presentation? But moving past all that, zero in on why you’re trying to connect remotely in the first place—and how you can accomplish that goal.

As technologies like artificial intelligence (AI), predictive analytics and blockchain become more commonplace, organizations are struggling to find candidates with the skills needed to keep up and evolve these new systems and platforms. More than80% of talent development professionals report a skills gap in their organization, and 78% anticipate a future skills gap.

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 PwC1, 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.

With so much talk about digital disruption, consumerization of technology and changing workforce demographics, where does this leave learning content? In this webinar, join our panel of content experts from TED, Grovo, PowerForward, and CyberU. Together, we'll discuss: • Workplace trends and changes to the industry • How they're seeing companies adapt their content strategies as they consider what learning content solves talent and business needs • Success stories and lessons learned to bolster your organization's L&D strategies With so much talk about digital disruption, consumerization of technology and changing workforce demographics, where does this leave learning content? In this webinar, join our panel of content experts from TED, Grovo, PowerForward, and CyberU. Together, we'll discuss: • Workplace trends and changes to the industry • How they're seeing companies adapt their content strategies as they consider what learning content solves talent and business needs • Success stories and lessons learned to bolster your organization's L&D strategies

Retaining a high-performing workforce requires closing the skills gap and developing each employee, from hire to retire. Realize the benefits of better performance and higher productivity with these five strategies for creating an effective learning strategy:Retaining a high-performing workforce requires closing the skills gap and developing each employee, from hire to retire. Realize the benefits of better performance and higher productivity with these five strategies for creating an effective learning strategy:

The landscape of the corporate training industry is changing, thanks to evolving learner expectations and technologies. The learning organization must modernize to stay relevant, address the most pressing challenges faced by learning leaders and capitalize on the large investments made in training. Training Industry, Inc. research has identified a number of key features of the modern learning system that incorporate innovations and trends in order to address the changing market and contemporary learning preferences.The landscape of the corporate training industry is changing, thanks to evolving learner expectations and technologies. The learning organization must modernize to stay relevant, address the most pressing challenges faced by learning leaders and capitalize on the large investments made in training. Training Industry, Inc. research has identified a number of key features of the modern learning system that incorporate innovations and trends in order to address the changing market and contemporary learning preferences.

It’s no secret that some of the most successful companies today are the ones that have fostered a diverse workforce. Over the years, studies have shown businesses that bring together people of different backgrounds, perspectives and talents result in a competitive edge and even higher profits.

While gender and ethnicity are critical components of diversity in the workforce, so too are learning and work styles. And as an organization attracts different types of learning styles and personality types, leadership teams need to understand how to adapt their management style to provide the best environment possible for each employee to succeed. That starts with developing a broader understanding of effective communication with workers who all process information and learn in different ways.

From visual to auditory, here’s a closer look at the different learning styles, along with some advice for managers and learning development professionals to communicate effectively with and encourage success for each type of learner.

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.

Organizations today are challenged with delivering relevant learning and training programs that align business strategy with the growing expectations of talent. With the shortage of critical skills and professional training, management teams are required to increase their workforce’s productivity to drive business performance and meet critical KPIs. To stay competitive, organizations must develop a learning strategy that engages their talent. Cornerstone Learning empowers talent with personalized training programs, collaborative learning initiatives and certification paths ensuring that coursework actively addresses specific competency and skill gaps. With a single point of access, deliver rich e-Learning experiences, mobile learning, Instructor-Led Training (ILT) administration, virtual classroom sessions and functional content management. Cornerstone Learning (LMS) improves employee performance, supports compliance and fosters collaboration within your organization.

Over $3 billion is spent every year on K-12 professional development (PD), yet only 29% of teachers are “highly satisfied” with the results. How can we allocate so much money and resources to training programs, yet end up with over two-thirds of educators saying the process doesn’t deliver the results they want? To discover how you can efficiently deliver PD that provides teachers with the experience and knowledge they desire, take a look at “The ABCs of Professional Development.”Over $3 billion is spent every year on K-12 professional development (PD), yet only 29% of teachers are “highly satisfied” with the results. How can we allocate so much money and resources to training programs, yet end up with over two-thirds of educators saying the process doesn’t deliver the results they want? To discover how you can efficiently deliver PD that provides teachers with the experience and knowledge they desire, take a look at “The ABCs of Professional Development.”

At Big Brothers Big Sisters (BBBS), training is at the heart of its operations. Program staff and adult volunteers must learn how to build strong, safe connections with diverse young people. And the nonprofit’s federated model — with a national office and more than 240 affiliate agencies across the U.S. — required an agile platform.

In today’s job market, employers prioritize technical and specialized skills, especially when hiring junior-level employees in an effort to address ever-changing needs. But technical skill shortages in the labor market exist and are likely to continue as technology continues to evolve and rapidly permeate our working lives. As a result, organizations are developing learning and development strategies to address their urgent need for tech talent.

Attracting high-quality talent is important, but there must be a balance between candidates’ ability to do the job and their ability to thrive in the work environment.Attracting high-quality talent is important, but there must be a balance between candidates’ ability to do the job and their ability to thrive in the work environment.

New skilling was an urgent need, and challenge, for companies long before the COVID-19 crisis. In 2017, McKinsey estimated 375 million workers (about 14% of the global workforce) would have to switch jobs or acquire new skills by 2030 due to automation and artificial intelligence. And just recently, the McKinsey Global Survey found that 87% of executives were experiencing workforce skill gaps, or expected them within a few years. Yet, less than 50% had a clear sense of how to address the problem.

In this research partnership between HCI and Cornerstone People Research Lab, we investigate nascent new-skilling efforts and patterns of collaboration for skills discovery and the development and delivery of learning programs. Although new-skilling is itself new, we’ve found that organizations in which elements of a new-skilling approach are emerging also tend to outperform their peers on a range of talent and business outcomes.

These high-performing organizations engage in practices that recommend six action items for building a new-skilling approach to learning and development that can better keep pace with the changing needs and priorities of the organization and its people.

Just about every business today has the tools and technology at their fingertips to build cultures teeming with social activity, with more and more of it focused on "social learning," or strategies and practices designed to boost collaboration, productivity and build cultures that constantly engage. While the concept has been around for decades, the social media explosion of the last few years has brought tons of renewed interest to social learning -- and equal amounts of hype and confusion.

Though it's critical, employee training can be overwhelming and cumbersome for all the parties involved. A healthcare client of mine recently described the challenge her company faces when it comes to getting employees engaged in training: Workers are constantly asking, "When will I get my job done when I have to spend so much time in training?"

Today’s human resources professionals manage more moral, ethical and legal responsibilities than ever before.

Beyond compensation and benefits, HR teams are now tasked with challenges like fostering diversity in the workforce, addressing issues of inequality and setting standards around workplace conduct. Often, human resources ethics policies around these issues can directly impact how a company attracts and retains talent. According to a recent report, for example, 79 percent of American workers said they would not accept a job with a higher salary from a company that has failed to take action in sexual harassment cases. While HR ethics conversations that challenge the status quo in the workplace are marks of progress, they require HR departments to make tough ethical decisions.

Acting as the moral heart of a company can seem like an overwhelming task. But no matter the issue, HR professionals that uphold strong ethical standards and strive for a fair work environment will maintain employee confidence and attract new candidates. Here are six HR ethics guidelines organizations can follow to master the art of ethical decision-making and become a valuable resource for their employees.

1) Know the laws
As a representative of an organization, HR professionals need to make tough decisions and hold employees accountable for wrongful actions—and that's not an easy task. To do so effectively requires confidence and authority. Knowing important labor laws and compliance practices will help manage these issues as they arise, as opposed to after the fact.

For example, if an employee were to request short-term disability, you would need to understand your benefits provider’s short-term disability policy and eligibility. You will also be expected to know insurance laws and explain them to your employee. Familiarizing yourself with these laws early on will save you time and equip you with knowledge to navigate legal challenges in the future.

2) Prioritize professional development
HR is a constantly changing field, especially as new conversations arise and technology continues to change the way we work. Staying on top of these changes requires a new set of skills and knowledge. Participating in trainings is one way to stay ahead of the curve.

Many HR professionals also pursue advanced degrees and certifications specific to the field. Some become specialists in a particular area, like payroll, recruiting or benefits. Others, like HR generalists who have a broader set of responsibilities, may choose to continue their professional development through workshops and continued education. There is no one-size-fits-all approach to learning. HR professionals, especially those who are new to the industry, should assess their progress and consult their managers to find a career path that works for them.

3) Be an ethical HR leader
Conflict between colleagues is inevitable in the workplace. Imagine, for example, an employee tells you that their manager, a high-level executive, has treated them unfairly. A situation like this requires you to engage in tough conversations with everyone involved. Being an ethical HR leader means being confident in your moral decisions and effectively communicating them to employees. And, according to the Josephson Institute of Ethics at UC San Diego, making an ethical decision requires three things:

Editor's Note: This post is part of our "Cartoon Coffee Break" series. While we take talent management seriously, we also know it's important to have a good laugh. Check back every two weeks for a new ReWork cartoon.

An estimated 75% of voluntary employee turnover is influenced by managers’ behavior. Translation? Employees aren‘t quitting their jobs—they’re quitting their bosses. That’s bad news for organizations planning for innovation, succession, and market longevity. Human capital is an organization’s most valuable resource—and turnover is expensive not just in terms of sourcing, rehiring, and training costs, but also lost productivity. Yet being a good, let alone a great, boss is tough. Managers may have skills, training, education, and experience to create an engaged, motivated workforce. According to Gallup, today’s great managers—those who drive higher levels of engagement and productivity in employees—are “strengths-based, engagement-focused, and performance-oriented.” However, amid the frenzied discussions of the importance of employee engagement, managers aren’t always given the specifics on how to drive that engagement. Organizations concerned about engagement (and every organization should be) must start providing managers with better techniques and tools, the type that allows them to more effectively—and effortlessly—nurture commitment, motivation, and productivity from every employee.An estimated 75% of voluntary employee turnover is influenced by managers’ behavior. Translation? Employees aren‘t quitting their jobs—they’re quitting their bosses. That’s bad news for organizations planning for innovation, succession, and market longevity. Human capital is an organization’s most valuable resource—and turnover is expensive not just in terms of sourcing, rehiring, and training costs, but also lost productivity. Yet being a good, let alone a great, boss is tough. Managers may have skills, training, education, and experience to create an engaged, motivated workforce. According to Gallup, today’s great managers—those who drive higher levels of engagement and productivity in employees—are “strengths-based, engagement-focused, and performance-oriented.” However, amid the frenzied discussions of the importance of employee engagement, managers aren’t always given the specifics on how to drive that engagement. Organizations concerned about engagement (and every organization should be) must start providing managers with better techniques and tools, the type that allows them to more effectively—and effortlessly—nurture commitment, motivation, and productivity from every employee.

In times of uncertainty and doubt, organizations look to their leaders who are often the difference between merely surviving the moment and thriving into the next one. How do you build a strong leadership pipeline to ensure you have the bench strength you will need to overcome disruption?

Hear from Steve Dobberowsky (Senior Principal for Talent Management, 10+ years of leadership expertise) and Ed Turi (Senior Principal for Value, 10+ years as adjunct professor of leadership development) about how to define, develop and evolve your talent into your future leaders.

You’ll also hear what this strategy looks like in practice from Chad Setera, Director, Training & Development at TravelCenters of America, who will take you through their journey of putting these concepts in place.

Every organization has a point during the year when they are focused on the performance appraisal process. If reviews are done on a common date cycle, it would be at that time. If they are completed on employee anniversary dates, their focus might be during budget time when the organization discusses how much to budget for employee increases. Also, if the organization does any kind of mid-year goal review, performance appraisals might be discussed then.

Any manager will tell you how challenging it is to write consistent and richly detailed employee reviews. It's important to get the wording and review phrases just right, while providing concrete examples in the performance appraisal comments. It can take up a lot of a manager's time.

Editor's Note: In today's fast-paced news cycle, we know it's difficult to keep up with the latest and greatest HR trends and stories. To make sure you're updated, we're recapping our most popular articles every month in our "In Case You Missed It" series. Keep reading for December's top stories!

Proving the impact of a single learning investment is relatively easy. Answering the broader question of “What impact is L&D having on the business?” is hard. In this Spotlight webinar, Ericsson’s global head of learning measurement and analytics will share how he’s guiding assessment, evaluation and measurement strategies that provide data to help executives understand the impact of employee learning on business performance.Proving the impact of a single learning investment is relatively easy. Answering the broader question of “What impact is L&D having on the business?” is hard. In this Spotlight webinar, Ericsson’s global head of learning measurement and analytics will share how he’s guiding assessment, evaluation and measurement strategies that provide data to help executives understand the impact of employee learning on business performance.

In a world of expensive hardware/software consolidation, how do HR teams select the best talent management products for the future? Cornerstone enables organizations of all sizes and in every industry to source and recruit top talent, develop and engage employees throughout their careers, improve operational execution, and cultivate future leaders. By unifying key functional areas of employee recruiting, onboarding, development, performance, compensation, succession and collaboration into one easy-to-use system, our clients entirely eliminate the need for separate point solutions or other legacy HR technology.

Editor's Note: This post is part of our "Cartoon Coffee Break" series. While we take talent management seriously, we also know it's important to have a good laugh. Check back every two weeks for a new ReWork cartoon.

Performance management starts at the very beginning of the hiring process, when a job is defined. From there, it involves continuous evaluation of employees' work to ensure it meets or exceeds expectations.

Today, some form of performance management is practiced in most organizations, but unfortunately only 21 percent of employees agree that their performance is managed in a way that motivates them to do outstanding work. In order to improve performance management, companies must create a work environment that empowers employees to perform to the best of their abilities by providing continuous development opportunities, as well as continuous feedback and coaching.

At its core, performance management involves goal-setting, evaluation and reward. When performance management is done well, employees become more productive, profitable and creative contributors. Here are four steps HR professionals can follow to effectively implement the performance management process.

Plan Goals and Set Expectations
In order to kick off the performance management process effectively, HR managers must start by writing clear job descriptions and creating a recruitment plan that attracts candidates that fit the company culture and meet position requirements. Once the ideal candidate is found and hired, managers should prioritize discussing expectations with them, and setting achievement goals.

It's essential for employees and managers to be on the same page in terms of expectations and goals so employees know what is expected and what to work towards, while managers develop an understanding of what type of ongoing training they'll need to provide. One performance management best practice is to make sure employees are involved in this planning process from the start, so they can envision how their personal goals will fit into the larger goals of the company, how they will be held accountable for their work assignments and how certain tasks must be completed.

Assess Progress Holistically While it's important to take time to discuss goals and responsibilities when an employee first starts, an equally important part of the performance management process is to continually check in with workers. Rather than limiting this check-in to an annual performance review, managers should incorporate more informal, ongoing feedback conversations to monitor progress and address challenges.
This feedback can consist of comments from coworkers or clients, observations from managers or an employee's own evaluation of their performance. Ongoing feedback can help create a work culture where employees feel comfortable seeking help and guidance, rather than trying to hide or self-solve a problem. More formal reviews can be a valuable part of improving performance management as well; use these reviews to discuss overall highs and lows, assess skills and set bigger goals for the coming year.

Don't Overlook the Power of Recognition
Taking the time to recognize employees' accomplishments is a complementary part of performance management. Depending on the organization and budget resources, recognition may take the form of bonuses or promotions, a written thank-you note, a verbal conversation or a formal rewards system.

No matter what form recognition takes, it's incredibly important for employees to hear that they are valued and why. The large majority of employed Americans—82 percent—don't feel that their supervisors recognize them enough for their contributions and 40 percent say they'd put more energy into their work if they were recognized more often. Recognition should be an ongoing part of the performance management process—make sure it is public, personal and timely.

Provide Ongoing Career Development Opportunities
The final phase of the performance management process is to help employees set and achieve long-term career and personal development goals. These goals should reflect business needs, but also build on the specific talents of the employee.

Ongoing career development opportunities may include on- or off-site training, a challenging assignment or taking on new and bigger responsibilities. Manager and employee communication is a key part of this process; employees should feel free to experiment and make mistakes, be honest about what they want to pursue in their career, and know that their manager will advocate for them and help provide the training they need to achieve their goals.

Good performance management should be a part of day-to-day work life. By routinely meeting with employees, incorporating ongoing feedback and providing learning and development opportunities, managers can create a performance management process that empowers employees to set meaningful goals tied to business strategies.

Looking for a way to capture and track organizational and developmental data from continuous feedback and annual performance reviews? Cornerstone's performance management solution can help your company identify and close skill gaps, track the progress of goals and better inform talent initiatives with rich data.

One of the basic premises of being an effective leader is to have regular one-on-one meetings with your staff. Yet often, these meetings feel like torture to the employee, lacking forethought and focus. Here are ten tips for having motivating and meaningful one-on-ones:

Poor onboarding dooms new hires and companies from the start: they’re eight times more likely to be disengaged at their work and are 11 times less likely to recommend their company to their network. Also, 40% of poorly onboarded new hires report being disengaged inside of three months. Use this onboarding guide to learn about today’s best practices for helping new hires reach their potential. Poor onboarding dooms new hires and companies from the start: they’re eight times more likely to be disengaged at their work and are 11 times less likely to recommend their company to their network. Also, 40% of poorly onboarded new hires report being disengaged inside of three months. Use this onboarding guide to learn about today’s best practices for helping new hires reach their potential.

This part is part of our monthly TED Talk Tuesday series, spotlighting can't-miss TED Talks and their key takeaways. You can learn more about our partnership with TED here.

The days of employees spending decades at a company -- and receiving a gold watch in gratitude -- are long gone. Workers today are constantly on the move, a fact of life that will only accelerate as job growth picks up. But the turnover poses particular challenges for companies looking to hold onto their best and brightest.

Performance management originated because organizations needed a fair way to determine compensation; by measuring employee's performance, they had clear standards for who received what bonus or salary increase. Today, however, the old structure of compensation through merit budgets is all but obsolete: While pay is still determined by performance, it's not the sole driver for compensation—creating a lack of purpose for traditional "performance management" programs. So, how can leaders today discover a newer, more relevant purpose?