Template

Talent management strategy template

Transform your talent programs to create value for your people and your business

In today's business environment, talent management isn't a nice-to-have; it's a requirement. According to research from Bersin & Associates, companies with highly effective talent management strategies, on average, achieve 26 percent higher revenue per employee and 41 percent lower turnover among high-performing employees.* And according to The Hackett Group, companies excelling in talent management can increase earnings by nearly 15 percent.**

Establishing a talent management strategy, and executing it, is not an easy task, but definitely, one that will deliver benefits to both HR and your organization overall.

And while developing and implementing a talent strategy can seem daunting, sticking with an outdated approach to talent management just to avoid change isn't exactly a sound business strategy.

Create a high-performance culture with effective talent management

Unfortunately, many HR groups struggle with formulating a talent management strategy that maps out their goals and priorities for the year and ties these to their organization's strategic plan and goals.

The reasons why are varied, but without a talent management strategy and plan, the results are usually the same: the HR team is not seen as playing a strategic role in their organization by the C-suite, and talent management activities aren't given the organizational importance they should have.

So how do you create a successful talent management strategy that engages employees, improves performance, elevates HR's role in the business, and drives bottom-line results?

How to develop and implement a winning talent management strategy

Often the hardest part in crafting a new approach to talent management is getting started with the right foundation. To help guide you, this template walks you through the steps required to create an effective talent management strategy.

With this template, you'll have a framework for how to map out HR goals and priorities for the year that are linked to your organization's strategic plan and goals. It comes complete with fill-in-the-blank tables and examples so you can use it to draft your own HR talent management strategy.

You'll gain insights into:

  • The 6 critical steps of the HR strategic talent management planning process and how to implement them
  • How to transform your talent management strategy and connect people development to business success
  • Talent management best practices for improving the employee experience while also delivering on business goals

Download the template today to get step-by-step guidance for creating an effective talent management strategy!

* Bersin & Associates, 2009.

** The Hackett Group, 2007.

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15 Tried and Tested Competency-based Interview Questions

Article

15 Tried and Tested Competency-based Interview Questions

Creating a meaningful competency framework or model is about identifying the key abilities required to improve performance and achieve success. It's why competency management touches many different talent management processes, including talent acquisition. And when it comes to assessing whether a job candidate has the competencies that align with your organization's needs, competency-based interview questions can really help. For example, if your company's life blood is its focus on customer support, then you better make sure that the candidates you are assessing possess the kind of skills required to deliver outstanding customer service and support. The same principle applies for other competencies that might be core to your company's success such as innovation, collaboration, or adaptability. 15 Real-World Examples of Competency-Based Interview Questions We recently asked our customers to share some examples of competency-based interview questions that they've used to predict the future performance of a candidate. Here are 15 questions they shared with us. Customer Orientation What was your most challenging customer service moment, and how did you make the customer satisfied that they'd been heard? Please share an example of when you went above and beyond for a customer. Initiating Action Talk to me about a time when you initiated a people process or program that was successful in your organization. Why did you believe your organization needed the program and what steps did you take to initiate and develop the program? Continuous Learning Tell me about a time you created an error. Tell me what you learned. What was your last work related mistake? What did you do after the mistake? What could have been done to prevent the mistake? What did you put in place, if anything, to avoid making that mistake again? Have you ever championed a process or a program that failed to take hold in the organization? What steps did you take, and how would you change your approach the next time so that your organization would integrate the initiative? Adaptability Tell me about a time when you were faced with a challenge and you were unable to meet the deliverable. Tell me about a time when you were working on a project and things did not go as planned. How did you complete that project? What have you done when you have run into significant obstacles or barriers that were blocking you from what you were trying to accomplish? Give a specific example that captures your approach. Collaborating and Valuing Difference Please describe the most recent thing you have done at work that demonstrated your willingness to work with others. In order to create a spirit of teamwork and unity, how do you show appreciation for diverse backgrounds and talents of others? Tell me about a time when working as part of a team seemed like a challenge and how you overcame the obstacles. Stress Tolerance Describe a project that had a lot of moving parts and how you handled it. What was the most difficult day EVER on the job (can be any job you've had), why was it the most difficult day and how did you handle it? Operational Decision-Making Tell me about a time when you did not have all of the information you needed to complete an assignment or project. How did you proceed? A big thank you to our customers who are always so generous with their experience and expertise. In particular, to the following customers whose questions were used in this article: Aircastle Advisor Bank of Queensland Builders Mutual Insurance Company CGB Enterprises ECI H.O. Penn Machinery Co. Kershaw Health, Killian Construction Co. Mag Pellet Richland County Public Library SGT Inc. Solix Inc. Southern Careers Institute Southern Management Corporation Swope Health Services

PROFILE OF THE MONTH: Andrea Sennett

Blog Post

PROFILE OF THE MONTH: Andrea Sennett

It is becoming a great tradition to tell the stories of some of our amazing team members in the blogs under the umbrella “Profile of the month”. We kicked off with Sarah Spence, sharing with you all her incredible successes within the business. After that we had Gary Evans who spoke up about gender balance and how he manages modern challenges as a team manager. And now, I am delighted to introduce you to Andrea Sennett, Senior Content Partner Manager, EMEA, who has been part of the Cornerstone family since 2013. Hope you enjoy this conversation between Andrea and myself. I’m responsible for… acquiring new partners in the content ecosystem and ongoing management of our Content ecosystem in EMEA. I got here… thanks to Gary Evans! He used to be my client in the olden days when I was at Thomson NETg and he was at Direct Line (20 years ago!). He pinged me an email on LinkedIn pretty much 7 years ago and you know the rest! My typical day… it’s so diverse. I can be talking to potential new partners, handling pricing negotiations with our partner network, speaking to internal teams about what we offer, working with Content Operations’ to get partners ready for sale or presenting to clients! Not one day is the same as the next and that’s what I love about it! My most memorable moment… shaking Princess Diana’s hand as she opened a hospice when I was 11 years old and went to see her with school. Closely followed by sitting less than 5 meters way from Bill Clinton at a charitable dinner. The worst and best part of the job… honestly, I adore my role here. As naff as it sounds… I am going to say the worst part is having to use Salesforce! Clearly the best part to me are the people. Pretty much everyone I work with internally and externally are simply awesome. My funniest/worst and best trait… my dislike of bad manners 😊 and I am not afraid to tell someone when they have been rude! My best trait is tenacity and willing to have a voice. Watching Adam Grant I realised why I am so very often underestimated… I am a ‘Disagreeable Giver’ and proud to be one! How come you’re so good at giving presentations? I know what I don’t want to listen to, and I try not to put others through it!! People buy from people and even though I am not in direct sales that fact has always stuck in my mind. I work to understand my audience and aspire to never read a deck, only have it as a background filler! I like to tell a story. Why do you think W@C is an important network? I was told early in my career: “You need to realise life isn’t fair”… My response, “It doesn’t mean I can’t aspire for fairness!”. At the time, that moment taught me that speaking out like that was actually a career limiting move for me! Fairness in my mind comes from the heart of everything in life, not just being female. To have a network like W@C that I can be part of to channel that voice and progression towards fairness gives us a collective voice and helps us to be heard. If you want to join the Cornerstone family, check out our careers page and apply for your dream job today!

2019 Nucleus Research talent management value matrix

Research

2019 Nucleus Research talent management value matrix

As organization's look for new and better ways to engage their employees, foster cultures of continuous learning and development, and build agile workforces of the future - technology certainly plays a big role. But evaluating talent management technology providers can be challenging. Who will deliver the most value for your investment? Cornerstone named a talent management technology "leader" In the 2019 Value Matrix, Nucleus has assessed select talent management vendors based on their product usability and functionality as well as the value that customers realize from the capabilities of the product. "Cornerstone OnDemand continues to be a “one stop shop” application for all facets of talent management." Investments in machine learning and predictive analytics have contributed to Cornerstone's leadership position in the 2019 Value Matrix. The use of machine learning allows the Cornerstone clients to regularly analyze employee information and learning activity so that they can deliver relevant content aligned to personalized learning journeys based on platform recommendations. You can that see Saba Software, who Cornerstone acquired in April of 2020, is also placed in the “Leader” quadrant, further solidifying our place as an industry leader and value-packed solution provider. Download the report and see why Cornerstone was cited as the top leader for both usability and functionality in the 2019 Talent Management Technology Value Matrix!

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