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Behind the scenes of Cornerstone’s bold new vision to power the future ready workforce
WHITEPAPERMeet the Future, Ready: A Guide for Talent Leaders Shaping the New World of Work
EBOOKEmpowering people in the age of agility: Real stories of success from Cornerstone clients
RESEARCHThe Business Case for Skill Intelligence
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Latest Stories
Upskill or reskill? The decision-making process around employee learning
As the “Great Resignation” continues, more workers are reevaluating the skills they’ll need to not only further their careers but ensure they’ll have a place in today’s ever-changing and more agile and distributed workforce. In the past, management offered to train employees only after they proved their loyalty and oftentimes, perseverance. But this outdated “apprentice and master” approach to skills development no longer makes sense for the current landscape. In fact, 70% of employed workers would switch jobs today if a new employer offered the opportunity to learn new skills. Upskilling (teaching new skills to do the same or similar job) and reskilling (training to do a different job) have emerged as key priorities for organizations looking to successfully navigate the future of work. But these programs are much more than just a perk businesses can slap on their job requisitions. Robust upskilling and reskilling programs are essential for organizations to nurture, grow and harvest their own skilled workforce — and to do it quickly if they expect to slow down today’s hire-quit-hire flywheel. There are no people trees that recruiters can shake to make more qualified, skilled workers drop out. At the same time, more workers are craving to learn these skills. In order to find success, companies need to understand their workforce’s current skillsets so they can prescribe the right training programs at the right time for employees to develop the future skills they’ll need. Understanding when to upskill versus reskill In the past, a job skill learned in someone’s early 20s could last a career. But today the half-life of a job skill is less than five years. Technical skills are even shorter, lasting just two and a half years. In fact, Gartner found that 58% of the workforce needs new skills in order to successfully do their job today. To upskill, or to reskill? That is the question. The two approaches to solving skills gaps are often mentioned interchangeably. However, minimizing the distinct differences sets people up for failure. Upskilling helps prepare employees for major changes in their current roles. For example, a retailer might upskill its employees with training in digital marketing or data analysis to prepare them for a business transition to e-commerce. Reskilling, however, takes skill training to a whole new level. Take the telemarketer or bank teller who is recruited to reskill for a job in clinical healthcare. While it’s a great idea to shift people from declining industries to high-growth, in-demand jobs, these career transitions often fail. Why? Reskilling requires workers to change routines, be vulnerable, make mistakes and unlearn many skills that are no longer necessary. Workers have been programmed for decades to equate “Who am I?” with “What do you do?” Reskilling tests that personal fragility and requires the confidence to detach our self-worth to the job we do in a world that still places a lot of status on one’s job title. To position workers to find success with appropriate learning opportunities, organizations must first understand the current skillset of their workforce, to know how to teach them the skills they’ll need for their current career path or whether they need to be retrained for a new role altogether. Start by identifying the skills you have — and the ones you need Unfortunately, most employers stall at the first and most critical stage of addressing the problem: “What are the specific new skills my employees need?” Too often, organizations’ learning programs prioritize factors like costs, time and resources over connecting employees with the actual skills they need to be successful in their roles. In order to ensure the success of upskilling and reskilling efforts, organizations need to first understand their workforce’s current skills and discover where skills gaps might exist. Knowing where you need to close skills gaps can help you determine what future training will be required for teams, and then identify what traits are needed beyond technical training to lead to successful employee growth and development. Transparency into existing skills also allows you to invest more efficiently into talent software and solutions that support upskilling and reskilling efforts. Through richer insights into your workforce’s skills, you can eliminate the guesswork around what training is needed — helping you to match people with learning content to fill existing skills gaps. Tapping into soft skills, like adaptability, is critical But providing the right technical training is still only half of the equation for developing talent. The other half is the non-technical traits employees will need in order to convert skills that are taught into skills that are valuable. For more than two decades, organizations have been obsessed with STEM skills and given mere lip service to human skills. But as Matt Sigelman, CEO and founder of Burning Glass Technologies, points out in the book The Adaptation Advantage: “One of the most important trends for jobs in the future is the rise of hybrid jobs. In those roles, you need both technology fluency and human skills to be successful…this is not a choice between either technology skills or human skills, but rather a combination of both.” And Sigelman isn’t alone: World Economic Forum, Deloitte, Boston Consulting Group and McKinsey have all studied the skills that make people employable, lead to job satisfaction and increase productivity in the future of work. Not surprisingly, these foundational skills included digital literacy and collaboration — skills that are less technical in nature. But above all, adaptability consistently topped the list of links to a higher likelihood of employment. Why? Because adaptability is one of the most important traits needed for employees to learn new skills. Whether it’s learning to code or using emotional intelligence to solve problems — culture, markets and demands will change, and so will the proficiency and relevancy of the skills we need to do our jobs. To keep pace, adaptability will play an integral role in organizations’ upskilling and reskilling programs. And employees are much more adaptable than companies often give them credit for, especially if an organization understands how to build and tailor learning programs that speak to their workforce’s needs. By understanding skills gaps, identifying your current skills and knowing where to supplement non-technical skills, you can help your organization upskill or reskill its workers. Providing the right training not only helps employees build skills for the future, but also keeps them engaged while improving overall organizational adaptability.
Cartoon Coffee Break: Helping employees tap into hidden skills
Careers are no longer linear. In fact, more employees are switching jobs and even career paths, and embracing the idea of their next role, gig or opportunity could be something completely different from what they’re doing right now. Having transferable skills is not just useful for employees looking to start a new line of work — it’s also crucial for organizations to navigate today’s great talent reshuffle. By helping employees develop adjacent skills or discover new abilities, you’re promoting their career growth, while also building a workforce of more flexible, adaptable and empowered employees who are prepared to confront new challenges. Cartoon by Terry LaBan, cartoonist and illustrator. Read on for advice from authors around the Cornerstone Resource Corner on how tapping into hidden or adjacent skills can help employees own their career journeys. Lean into employee capabilities instead of competencies Hiring, managing and developing people based solely on their existing competencies isn’t a responsive enough strategy to help your organization pivot to changing market conditions — and it can potentially even limit employees from accessing growth opportunities. In order to develop well-rounded employees who can be successful in today’s nimble business landscape, talent strategies need to instead focus on capabilities, writes Cornerstone’s Dream Chua. “When you shift the focus to skills and capabilities, interpersonal skills and worker potential are weaved into a holistic employee profile,” Chua adds. “The emphasis here is on high-level abilities and traits that your employees and your organization need for future success, such as communication, collaboration and emotional intelligence.” Read Chua’s full article here. Unearth skill adjacencies to upgrade reskilling efforts Another way organizations can proactively and quickly address skills gaps (sometimes even before they appear) is by locating skills adjacencies and leveraging them to develop new and necessary skills. Skill adjacencies are links between employees’ existing abilities and those they want or need to learn. By using a proactive, data-driven approach to locating and strengthening these existing skills for new roles, organizations can not only better fill in-demand roles, but also show employees that they’re invested in their careers and growth, writes Cornerstone’s Mike Bollinger. “Today, some 40% of employees aren’t confident that their abilities will be relevant in the future,” he shares. “But by directing them to skills development and training that’s aligned with their existing capabilities and their interests, employees will more easily and rapidly transition from their current roles, to emerging positions, to new needs within their organization.” Read Bollinger’s full article here. Offer "internal gigs" so employees can flex their skills To keep employees engaged and fill critical skills gaps, organizations can try out ‘internal gigs’ where employees can practice and develop their skills. At Cornerstone, we introduced Cornerstone Gigs: an internal talent marketplace where employees can post opportunities for others to take on short-term assignments outside their usual department. With more than 250 applicants and counting, the program has proven to be a successful avenue for employees to expand their skills while exploring different areas of the business, boosting employee engagement and reshaping how people think about finding “better” jobs. Read the full article about Cornerstone Gigs here. Improving employee experience and business outcomes together Today’s top organizations are tapping into career mobility, promoting employee skills development, learning and growth to engage their teams in exciting new ways. And in supporting workers on their growth journeys and providing the opportunities and resources to learn and develop new skills — or use their existing skills in new ways — organizations can not only survive, but thrive in today’s evolving business environment. 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 regularly for a new cartoon.
Future of Work Requires a Connected Experience
Work is changing. Rapidly. Dramatic shifts in human skill sets are already underway, and the need for organizations to reset for growth is critical. At the same time people are seeking a career path and an opportunity to actually change their lives – to develop new skills, new careers, and to find acceptance, purpose and belonging. The ability for your organization and people to respond quickly to changing and uncertain conditions is essential. And yet, traditional people management strategies aren’t keeping up. Nor are these strategies providing people the personalized work experience they crave. Making matters worse, the sheer volume of competing HR systems and tools are creating more silos and more complexity. There is literally a tool for every problem you could ever imagine. Yet organizations are still struggling — to get scale in their employee value propositions, and to align their people to growth and transformation. In this webinar, guest speaker David Johnson, principal analyst with Forrester Research, will discuss how to create a work experience that makes your people want to stay and grow with your organization. He’ll share how to identify systemic factors in current employee journeys that may be inhibiting the performance and growth of your people, and how to deliver individualized and self-driven experiences at scale. You’ll learn how to: Design a meaningful work experience aligned to organizational priorities Enable and empower managers to coach for growth Be intentional with reskilling Use technology to deliver rather than shape your people management strategy
Trends at Work
Reuniting: the science of rebuilding connection + trust
As the world opens up and we come back together, we'll need to navigate new territory in our work relationships. While we have been sustaining our team connections and productivity as we work from home, we have been slowly creating new norms and styles of engagement. In this session, discover what neuroscience tells us about what helps teams thrive and why we need to be particularly mindful as we emerge from isolation. Learn strategies you can implement right away to create more collaboration, inclusion, and peak performing teams in your organization. Join Dr. Britt Andreatta, author of Wired to Connect, shares some groundbreaking new research on the science of connection and trust. As the former Chief Learning Officer for Lynda.com, she consults with organizations around the world on how to maximize their learning solutions to yield phenomenal results. Her research on the brain science of success has transformed the talent industry. In this interactive session, you will: Learn about the science of groups and teams The brain during isolation and loneliness The power of connection and trust Discover new brain-based strategies you can apply to Rev-Up your skills About the speaker: Dr. Britt Andreatta is an internationally recognized thought leader who uses her unique background in leadership, neuroscience, psychology, and education, to create brain-science based solutions for today’s workplace challenges. Britt is the former CLO for Lynda.com (now LinkedIn Learning) and she has over 10 million views worldwide of her online courses. She regularly consults with corporations, universities, and nonprofit organizations on leadership development and learning strategy. Britt is the author of several brain science-based books and trademarked models including Wired to Grow, Wired to Resist, and Wired to Connect. She was named a Top 20 Influencer for 2021.
Payback Time: The Top 10 Most Lucrative College Degrees
It's back to business at colleges across the country — but not for the nation's most recent graduates. More than 40 percent of them are unemployed and many are loaded with student debt. Small wonder, then, that some question whether a college education is really worth the time and money. The answer is: Yes, depending on which major a student chooses. PayScale, an online provider of compensation data, recently tracked the academic disciplines that offer the greatest salary potential both in the short and long term. Here's a closer look at the most lucrative job titles and salaries, based on annual pay of bachelor's degree holders without higher degrees and grads who typically have two years' experience when they start. The Meal Ticket: Engineer Given the planet’s growing need for energy, the expanding population of global travelers and the speed at which information technology is spreading in the industrial and developing worlds, engineers with highly specialized skills are in high demand. Engineering makes up six of the 10 top-earning degrees (and 12 of the top 20). (No. 1) Petroleum engineering: starting salary $98,000, mid-career salary $163,000 (No. 2) Aerospace engineering: starting salary $62,500, mid-career salary $118,000 (No. 4) Chemical engineering: starting salary $67,500, mid-career salary $111,000 (No. 5) Nuclear engineering: starting salary $66,800, mid-career salary $107,000 (No. 6) Electrical engineering: starting salary $63,400, mid-career salary $106,000 (No. 7) Computer engineering: starting salary $62,700, mid-career salary $105,000 All About Numbers The major that edged out chemical engineering to land the No. 3 spot on the list: actuarial mathematics, with a starting salary of $56,100 and a mid-career salary of $112,000. Applied mathematics also scores high, coming in at No. 8 with a starting salary of $50,800 and a mid-career salary of $102,000. No. 10 is statistics, with a starting salary of $49,300 and a mid-career salary $99,500. Actuaries use mathematical, statistical, financial and economic theory to solve real business problems. Many actuaries work for insurance markets and predict, for instance, the frequency and intensity of earthquakes or hurricanes for purposes of setting policy rates. Actuaries also work in the consulting, accounting, government, and financial services areas. Applied mathematics, on the other hand, is more concerned with mathematical methods, which can lead to careers in science, engineering and general business. Statisticians typically work for federal, state or local governments or private companies. Help Wanted: Gadget Hounds Another hot commodity: computer science majors. They've been in demand since the dawn of the personal computer era, but their value has skyrocketed as the number of smartphones, tablets and other mobile devices worldwide has exploded. Future advances in industrial, medical and research methods depend on the know-how of computer scientists. Ranked No. 9 on the PayScale list, computer science majors can expect to start at $58,400 and reach a mid-career salary of $100,000. The Missing Ingredient The left-brained crowd clearly has the lead when it comes to earning potential, but that doesn't mean right-brained folks are destined to pinch pennies. International relations, advertising and film production, for example, appear in the top 50 majors on the PayScale list, with international relations leading the group at a starting salary of $40,600 and median salary of $93,000 (although, to be fair, liberal arts and other more creative-oriented majors dominate the list's bottom 50). Two important points about the PayScale ranking: it doesn't distinguish between the salaries a computer scientist can hope to earn in Silicon Valley versus one who lives in Alaska. Nor does it factor in the role of good old-fashioned hard work. Yet what it does well is set expectations for today's youth (and help older generations come to terms with their youthful decisions). Photo credit: Can Stock
The impact of digital transformation on HR
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.
Skills Building
Cornerstone Xplor: Skill building for the future of work
The world of work has evolved, and the way people development works must too. Organizations and employees need more insight into their skills, where they can grow, and what will help them get there. Cornerstone Xplor delivers personalized experiences that drive the skill-building and growth you need to keep your organization competitive. Download this datasheet to learn more about how you can build connections between your people, resources, and opportunities for every employee in your organization using the skills AI built into Cornerstone Xplor.
Build a resilient and skilled workforce
How we live, work, socialize, and learn is changing. Skills and roles are rapidly shifting. Developing talent today requires more flexibility to meet the evolving nature of work and skills. So to ensure your organization’s success today and going forward, you need a new model that empowers employees with tools for setting and developing meaningful goals and growth pathways. Cornerstone Xplor is that model. Download this report to learn more about Cornerstone Xplor and how it revolutionizes the way organizations and their people learn, grow, and evolve their skills.
Skills: The new language of the modern workforce
Skills are the common link between our HR systems and our people. As an adaptable AI skills framework, Skills Graph automatically maps and connects skills to content, roles, people, and more. Your organization can then quickly identify the skills required for every position, form targeted career paths, and recommend the training your people want and need to be successful for the organization and themselves. Download this report to learn more about Cornerstone Skills Graph.
Talent Strategy
Future of Work Requires a Connected Experience
Work is changing. Rapidly. Dramatic shifts in human skill sets are already underway, and the need for organizations to reset for growth is critical. At the same time people are seeking a career path and an opportunity to actually change their lives – to develop new skills, new careers, and to find acceptance, purpose and belonging. The ability for your organization and people to respond quickly to changing and uncertain conditions is essential. And yet, traditional people management strategies aren’t keeping up. Nor are these strategies providing people the personalized work experience they crave. Making matters worse, the sheer volume of competing HR systems and tools are creating more silos and more complexity. There is literally a tool for every problem you could ever imagine. Yet organizations are still struggling — to get scale in their employee value propositions, and to align their people to growth and transformation. In this webinar, guest speaker David Johnson, principal analyst with Forrester Research, will discuss how to create a work experience that makes your people want to stay and grow with your organization. He’ll share how to identify systemic factors in current employee journeys that may be inhibiting the performance and growth of your people, and how to deliver individualized and self-driven experiences at scale. You’ll learn how to: Design a meaningful work experience aligned to organizational priorities Enable and empower managers to coach for growth Be intentional with reskilling Use technology to deliver rather than shape your people management strategy
A partner on your journey
Implementing Cornerstone Xplor is simple. Once you’ve configured your LMS, your branding settings, users, permissions, and content are all automatically pulled from your LMS to power the functionalities of your new self-directed development portal. From there, you’ll have dedicated support from both our services and product teams to help you configure Cornerstone Xplor for your organizational initiatives. Download this services datasheet to learn more about how we can better support your experience with Cornerstone Xplor.
Enabling career growth is your competitive advantage
In today‘s environment of unrelenting business transformation, roles are shifting quickly. Skills are becoming obsolete faster. Your organization needs to identify, acquire, and develop the skills needed to transform, compete in new markets, and thrive. So how do you upskill your people in a scalable way that keeps you competitive rather than constantly playing catch-up? In short, by providing career growth opportunities. But often, employees think it’s easier to find a new job outside their company than inside. And in many organizations, there are internal cultures holding back career growth and internal mobility. In this webinar, Global Industry Analyst Josh Bersin shares why it’s time to navigate the shift from jobs to work, and the importance of connecting skills development to a career path in order to drive people and organizational success. Companies that do this well (through a combination of technology, HR processes, and culture) are the companies that will grow, outperform, and out-innovate their peers. In this webinar, you will learn: How to accelerate career growth based on people’s skills, interests and potential How to tap into hidden talent by surfacing skill adjacency How to use holistic people data rather than instinct or unintentional bias to build a sustainable talent pipeline