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Helping customers empower their people: Cornerstone wins three Trust Radius “Top-Rated” Awards

Cornerstone Editors

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

One of the most significant obstacles facing business leaders today is figuring out how to navigate change and, better yet, turn it into opportunity. And it’s here that having the aforementioned “right development and opportunities” can make all the difference.

Organizations need to develop employees in order to meet the shifting demands of the world. By continuously building the skills of their people to meet emerging business priorities, change becomes an opportunity.

We help our customers build talent strategies that maximize workforce potential while empowering people to navigate change and future-proof their careers. We believe people can do anything, and it’s our honor to help organizations and their people be their best at work and in the world.

That’s why we are thrilled to have been awarded three “Top-Rated” Awards from TrustRadius.

  • Corporate Learning Management
  • Employee Performance Management
  • Talent Management

According to TrustRadius, “These products won a Top Rated award for having excellent customer satisfaction ratings. The list is based purely on reviews; there is no paid placement, and analyst opinions do not influence the rankings. To qualify, a product must have 10 or more recent reviews and a trScore of 7.5 or higher, indicating above-average satisfaction for business technology. The products with the highest trScores appear first on the list.”

A few of our customers have been generous enough to share their stories of success with Cornerstone. Read through their experiences to better understand how these organizations are thriving and why Trust Radius awarded Cornerstone “Top-Rated.”

How Organic Valley made learning part of its company culture

Mark Schroeder, the HR/L&OD technology strategist at Organic Valley, made it his mission to revamp the company’s employee learning and development processes. He wanted to develop a program that was sustainable, scalable and engaging, so he partnered with Cornerstone to build a learning portal for employees, where workers could access videos, playlists, online courses and other resources to better equip them for their jobs.

In just one year, the team saw results. "We have increased applications by 42% just by updating the user experience with a redesigned portal," Schroeder said. Employees sign up for three courses on average each month, and the completion rate is at 100%.

Transforming a company’s culture takes time and strategy, but it’s doable. Follow Schroeder’s three steps for integrating learning into your company.

Clif Bar doubles down on its commitment to self-directed learning

Clif Bar has always believed in being a "different kind of company." The sentiment runs deep in the words of Kit Crawford, one of the company’s co-founders:

Clif Bar is “the kind of place we’d want to work, that makes the kind of food we’d like to eat, and that strives for a healthier, more sustainable world — the kind of world we’d like to pass on to our children.”

This same ethos has fueled the company’s approach to self-directed learning, one that aims to equip employees with the right tools to take charge of their own development and growth.

“We encourage employees to be empowered and self-directed in their learning endeavors. We want them to own their development.” — Jennifer Freitas, Director of Learning at Clif Bar

The County of San Mateo accelerates employee growth in both traditional and virtual work environments

Realizing the need to revamp training due to a changing workforce with different expectations, the L&D team of the County of San Mateo started evaluating and then piloting Cornerstone Content Anytime (CCA) with its power users in Fall 2019. Pleased with employee feedback, the team went live with a CCA Professional Skills subscription with availability to all County employees in late February 2020.

One month later, COVID-19 drastically changed the workflow and work environment for the thousands of County employees now required to work from home. CCA courses became a part of the solution to get employees adapted and trained with new tools and methodologies to effectively continue to perform their jobs and provide critical services to County residents.

According to Gabe Aponte, the County's learning and development program manager, "We’re so glad the timing [of our CCA launch] worked out because a lot of employees had to upskill at the start of shelter in place…we were getting a lot of questions, and we would send employees deep links to recommended courses, and they were taking them."

Our client’s success leads the way

We help organizations around the world transform the learning experience for their people.

Give your people the skills they want and your business needs by investing in development that helps your workforce grow and adapt to shifting business priorities while supporting career mobility. Cornerstone has the specialized focus, technology, content and expertise to make it happen.​

Thank you to Trust Radius and our super-star customers for recognizing Cornerstone.

Related Resources

Want to keep learning? Explore our products, customer stories, and the latest industry insights.

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

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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

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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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