Customer Story

Cognita Schools und Symphony RetailAI im Blickpunkt

Für global tätige Unternehmen ist das Konzept der Remote-Arbeit nichts Neues. Die Koordination von Mitarbeiter:innen über verschiedene Länder und Zeitzonen hinweg gehört seit jeher zu den HR-Aufgaben in global verteilten Unternehmen. Die hohe Komplexität stellt allerdings eine gewaltige Herausforderung dar. Der Erfolg liegt in der Wahl der richtigen Strategie: Ist es besser, mehrere dezentralisierte lokale Ansätze zu verfolgen, oder reicht ein einziger zentralisierter globaler Ansatz? Abgesehen von ihrer globalen Präsenz haben Symphony RetailAI und Cognita Schools wenig gemeinsam. Dennoch verwalten beide erfolgreich ihre globalen Teams mit ähnlichen Ansätzen auf der Grundlage einer KI-gestützten Plattform.

Wie hat die künstliche Intelligenz dazu beigetragen, Remote-Arbeit gleichzeitig praktikabel und effizient zu machen?

Symphony RetailAI und Cognita Schools nutzten beide bereits die Cornerstone-HCM-Lösung und setzten während der Pandemie verstärkt darauf, um den Übergang zu einem vollständigen Homeoffice-Modell zu erleichtern. Viele Mitarbeitenden, die in verschiedenen Ländern tätig sind, kannten Remote-Arbeit bereits. Für sie trug der Einsatz eines einzigen Systems dazu bei, die Kommunikation zu optimieren und sowohl den Zugriff auf als auch die Aktualisierung von HR-Informationen (z. B. Kontaktdaten, Unternehmensrichtlinien usw.) zu vereinfachen. Bei Symphony RetailAI erhielten alle Angestellten Zugriff auf Inhalte zu den Themen Remote-Arbeit und psychische Gesundheit, um bei Bedarf auf Unterstützung zurückgreifen zu können. Zur gleichen Zeit integrierte Cognita Schools das Onboarding-Programm in die Cornerstone-Plattform. Auf diese Weise fanden sich Neueinsteiger:innen schnell in ihrer neuen Arbeitswelt zurecht.

Wie profitierte das psychische Wohlbefinden der Mitarbeitenden von diesem System?

Symphony RetailAI und Cognita Schools räumten der psychischen Gesundheit während der Pandemie hohe Priorität ein. Symphony RetailAI stellte sicher, dass alle Angestellten schnell und einfach auf geeignete Unterstützung zugreifen konnten.Das Unternehmen investierte in Trainingsinhalte zum Schutz der psychischen Gesundheit. Ein Teil davon konnte je nach Präferenz von den Mitarbeiter:innen eigenständig absolviert werden. Symphony Retail AI machte sich auch für Communitys stark, um Manager zu ermutigen, ihr Wissen und ihre Erfahrungen weiterzugeben. Während Symphony RetailAI erst dieses Jahr vierteljährliche Mitarbeitergespräche einführte, ist diese Art des Austausches für Cognita Schools nichts Neues. Tatsächlich fand Cognita Schools durch das Mitarbeiterfeedback heraus, dass exakt mit Datum und Uhrzeit geplante Mitarbeitergespräche eher dazu beitrugen, Stress zu verursachen als abzubauen. Deshalb haben Angestellte jetzt selbst die Kontrolle über ihre Mitarbeitergespräche. Sie können diese frei planen und verschieben und so oft in Anspruch nehmen, wie sie möchten. Dank dieser Flexibilität konnte sich Cognita Schools an die Bedürfnisse ihrer Mitarbeiter:innen anpassen.

Wie setzt Symphony RetailAI die Plattform ein, um Fragen zur Inklusion zu beantworten und diese zu fördern?

Eine inklusive Unternehmenskultur ist für die Gesundheit der Mitarbeitenden und den Unternehmenserfolg entscheidend. Symphony RetailAI führte eine Umfrage durch, um zu erfahren, wie die Angestellten die Bemühungen des Unternehmens bewerteten, ein inklusiver und diverser Arbeitgeber zu sein. Trotz der extrem hohen Punktzahl möchte Symphony RetailAI den Dialog rund um das Thema Diversität fortführen und die Initiativen zur Förderung einer inklusiven Unternehmenskultur ausweiten. Symphony RetailAI hat in Schulungspakete für Diversität und Inklusion investiert. Diese enthalten unter anderem Kurse gegen Unconscious Bias, die jetzt Teil des Onboarding-Prozesses sind. Die Kandidat:innen, die sich über die Plattform auf offene Stellen bewerben, werden zur Vermeidung jedweder Form von Voreingenommenheit in der frühen Phase des Rekrutierungsprozesses anonymisiert. Das System selbst unterstützt mehrere Sprachen.

Wie kann der Einsatz einer KI-gestützten HR Plattform dafür sorgen, dass medizinische Informationen zu Mitarbeitenden sicher erfasst und gespeichert werden?

Für Cognita Schools hat sich die Funktion von Cornerstone beim Erfassen und Speichern medizinischer Daten als unverzichtbar erwiesen. Cognita Schools stand aufgrund der großen Menge an medizinischen Daten, die über diverse Systeme und Detailebenen hinweg für unterschiedliche Zwecke und an verschiedenen Orten aufbewahrt wurden, vor erheblichen Herausforderungen. Die Nutzung einer einzigen Plattform zur Erfassung und Speicherung dieser vertraulichen Daten, bei der die Mitarbeitenden die Informationen direkt eingeben, spart nicht nur der Personalabteilung Zeit – auch das Speichern und Aktualisieren der Daten gestaltet sich viel einfacher, sicherer und konformer.

Die globale, zentralisierte Strategie brachte Cognita Schools und Symphony RetailAI viele Vorteile. Der Einsatz der Cornerstone-Plattform reduziert den Zeitaufwand für administrative Aufgaben, gibt den Angestellten eine einfache und intuitive Möglichkeit zur Interaktion mit unterschiedlichen Ebenen der Personalabteilung und verbessert das Nutzererlebnis.

Über Symphony RetailAI

Als global führender Anbieter von rollenspezifischen, KI-gestützten Revenue-Growth-Management-Lösungen und Kundeninformationssystemen für Einzelhändler und die Konsumgüterindustrie deckt Symphony RetailAI die gesamte Wertschöpfungskette ab. Unsere bewährte, branchenführende und KI-fähige Software bietet in Verbindung mit der branchenweit einzigen, auf natürlicher Sprache basierenden KI-Schnittstelle CINDE Schlüsselanwender:innen geprüfte präskriptive und präventive Empfehlungen, um umfassende Wachstumschancen zu erkennen, gezielte Pläne umzusetzen und messbares Gewinn- und Umsatzwachstum zu erzielen. Unsere Lösungen richten sich an Schlüsselentscheider:innen, die von der Quelle bis zu den Kund:innen über die ganze Retail-Wertschöpfungskette hinweg profitables Wachstum erzielen möchten. Zusammen mit unserem starken Partnernetzwerk bedienen wir weltweit über 1.200 Unternehmen, unter anderem 15 der 25 weltweit führenden Lebensmitteleinzelhändler, alle 25 der 25 global führenden Konsumgüterhersteller, Tausende Einzelhändler und Hunderte nationaler und regionaler Ketten. Symphony RetailAI ist ein Unternehmen von SymphonyAI. Weitere Informationen finden Sie unter Symphony RetailAI.

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A New Poseidon Adventure: Flipping Succession Planning Upside Down

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A New Poseidon Adventure: Flipping Succession Planning Upside Down

Organizations make significant investments in efforts to hire the right candidates – the people who have the right experience and cultural fit. By carefully managing the performance and potential of these people over time, the organization can grow its leadership pipeline, keep a steady inventory of needed skills and competencies and remain nimble in the face of change (which we have plenty of all around us these day) – all of which can have serious impact on the bottom line. However, much of this pie-in-the-sky stuff relies on being able to locate and cultivate high-potential and high-performing talent across the board. Without an integrated succession management solution, recognizing and developing talent can be an ever-elusive process. The questions we are seeing asked today include: does the traditional top-down approach to succession management still make enough of a difference? Does managing succession for a slim strata of senior executives take full advantage of the kinds of talent data we now have at our fingertips? It doesn’t have to be so. Succession management can be an interactive process between senior leadership, managers and employees at all levels of the organization. And, if we trust them, we can actually let employees become active participants in their own career development. (Shudder.) Career Management (Succession Planning Flipped Upside Down) This "bottom-up" approach is gaining momentum because who better to tell us about employee career path preferences than employees themselves. Organizations actually have talent management and other HR systems in place that allow for collecting and analyzing a whole slew of data around: Career history Career preferences Mobility preferences Professional and special skills Education achieved Competency ratings Performance scores Goal achievement Training and certifications Etc. In short, pretty much everything we’d want to know to make well-informed succession planning and talent pooling decisions. For some, the leap is simply putting some power into the employee’s hands. The talent management system of 2011 is capable of displaying a clear internal career path for employees and then, on the basis of all that data bulleted out above, showing a "Readiness Gap" – what do you need to do to make the step to the next level? And if your talent management environment comes armed with a real Learning Management System, you can take it to the next level with a dynamically generated development plan that gets the employee on the right path to actually closing those gaps. Faster development, faster mobility. Organizations that seriously favor internal mobility don’t just make employees stick on pre-defined career paths – they can search for ANY job in the company and check their Readiness levels. I might be in accounting today, but what I really want to do is move to marketing. Giving employees the chance to explore various career avenues within the organization helps assure that "water finds its level" – that is, that the right people with the right skills and the right levels of motivation and engagement find the right job roles internally. Employee participation is key, but make no mistake – managers play an important role in this interactive process. They must be prepared to provide career coaching, identify development opportunities and recommend employees for job openings. The candid discussions require that employees have open access to information so they can best understand the criteria necessary to move to the next level. A Two-Way Street Employee-driven career management is just one tool. The more traditional top-down approach to succession management remains indispensable. But organizations that value talent mobility and the ability to be able to shift and mobilize talent resources quickly will find that attention to career pathing can be vital. For employees, of course, the impacts are immediate and include boosted levels of engagement, higher retention, increased productivity and more.

The Hidden Costs of Ignoring Your Talent Management Strategy

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The Hidden Costs of Ignoring Your Talent Management Strategy

Building and maintaining a successful company hinges on having the right people to execute projects and drive results. People, we hear time and again, are your company's most valuable asset. But their success — and HR's ability to recruit, engage and retain them — depends on HR pros who are strategic decision-makers, armed with the proper tools to let them excel at their jobs. Modern HR professionals manage much more than payroll and benefits. But their technology tools, in many cases, haven't evolved past basic productivity software like email or Microsoft Word. HR simply can't be strategic with old-school tools that reduce people to statistics and give little insight into what the numbers mean. Emails and spreadsheets were not designed to deliver meaningful insights into people's performance, suggest when employees should be promoted or highlight skills gaps in a company. For that, HR needs a broader, more strategic set of talent management tools, which lets professionals manage every aspect of the workforce, from training and performance reviews to collaboration and succession planning. Yet, research shows that less than 25% of companies use a unified, holistic approach to their talent management. The Real Costs of "Doing Nothing" As a Talent Management Strategy The critical relationship between business strategy and HR strategy too often gets overlooked by senior leadership. While it may seem like the company is saving money by managing recruiting, training, performance and succession via manual and paper-based processes, in reality it’s costing your business more than you know. For example: Without a talent management strategy, a company with 2,000 employees is losing almost $2 million every year in preventable turnover alone. Businesses that don’t invest in learning suffer from decreased employee performance and engagement to such a degree that they can expect to realize less than half the median revenue per employee. That’s a direct impact on the business. In employee performance management, organizations without a focused strategy waste up to 34 days each year managing underperformers and realize lower net income. To learn more about the business impact of talent management and how to start building out your strategy, check out the eBook Why Your Nonexistent Talent Management Strategy is Costing You Money (And How to Fix It) and register for the March 19th webinar, Building the Business Case for Talent Management.

The Return of the Moderate Merit Budget – Wreaking Havoc on Pay for Performance

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The Return of the Moderate Merit Budget – Wreaking Havoc on Pay for Performance

With the economy now on steadier ground, most organizations have returned to administering a merit budget to the pre-recession levels of 3 to 3.5%. In the years immediately following the economic downturn, many merit budgets were eliminated entirely or were reduced significantly and reserved for a select segment of the employee population. Pay for performance has become a necessity for many organizations that are expected to accomplish more with fewer resources. I often get asked: "How can I truly award my top performers with such a limited budget? Should I do so at the expense of my ’Meets Expectations’ performers? What if I need to retain my ’Meets Expectations’ performers and giving them 0% to 2% increase puts me at great risk for turnover? But if I don’t recognize my top performers, don’t I risk losing them...?" These are difficult questions to answer, however you can determine the best solution for your organization by considering the following: Are your employees paid at market pay levels? Is your organization’s performance management process mature? Does your organization have other compensation programs in place to reward top performers (e.g. variable pay)? Market Pay If turnover is a concern, and your organization needs to maintain ’bench strength’ in order to achieve its strategic objectives, your biggest priority should be to ensure that you are paying your employees at market pay levels. Why? Historically, as the labor market strengthens, organizations become vulnerable in terms of losing people. Hiring and onboarding replacement talent is not only costly to the organization, but can also cause dissension among existing employees since new hires may be getting paid more. Be sure to stay abreast of market pay levels and trends, and use the merit budget to correct disparities. Performance Management Process Organizations vary significantly in terms of the maturity of their performance management process. Closely examine your organization’s process and look for ways to improve it. If there is a perception that one management team is an ’easier grader’ than the others, the process is inherently flawed and any pay for performance program will not be viewed as credible and fair by employees. A good place to start is to get a calibration process in place and communicate broad guidelines on expected distribution ratings. Variable Pay Programs Variable pay programs (e.g. bonuses) have become increasingly more popular across all industries and career levels. These programs provide the opportunity for employees to share in the organization’s success while not adding to fixed payroll costs. Some plans have an individual performance component which can be a very effective means to recognize top performers. However, in order for this type of program to be successful, individual goals and targets must be well documented and communicated. Again, this is largely based on the maturity of the organization’s performance management process which takes time to evolve. What are the best steps to avoid wreaking havoc on your pay for performance process? First ensure your pay levels are keeping pace with the market Continue to evolve your performance programs with calibration among managers and a rigorous goal setting process Promote variable pay plans to reward high performers without adding to fixed pay roll costs It’s not always an easy journey but, in the end, it’s best to use a measured approach that is based on business needs and a realistic assessment of your current programs and processes.

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