Tecnologías avanzadas en el Talent Journey: Un nuevo enfoque frente a los viejos paradigmas
El nuevo enfoque en la estrategia corporativa de personas no sirve de nada si no se acompaña de una reinvención del aprendizaje y del desarrollo de protocolos éticos, encaminados a facilitar la integración de una nueva cultura donde converjan Inteligencia Artificial y experiencia del empleado. Un desafío que ha de situar al capital humano en el centro.
Para arrojar luz sobre estas cuestiones, APD y Cornerstone han organizado la jornada “Talent Journey. Nuevas tecnologías en la estrategia corporativa de personas”, en el que reconocidos expertos y expertas en transformación digital han centrado el debate en la atracción y fidelización del mejor talento mediante la integración de herramientas tecnológicas.
De mano de uno de estos expertos, Guillermo San Román, Senior Regional Director Iberia de Cornerstone, veamos cómo Cornerstone Xplor les ofrece una experiencia personalizada de desarrollo y crecimiento que inspira a las personas y acelera la transformación.
Want to keep learning? Explore our products, customer stories, and the latest industry insights.
New Belgium engaging the right job candidates
New Belgium found the right candidates faster, enabled collaborative hiring, and support company growth with Cornerstone. New Belgium Brewing is a nationally renowned craft brewery that produces high-quality, Belgian-inspired beers. In just over two decades, New Belgium has grown to become the third-largest craft brewery in the U.S. The company is recognized as one of Outside magazine’s “Best Places to Work” and one of the Wall Street Journal’s “Best Small Businesses.” New Belgium is known for its high involvement culture—employees receive benefits such as paid sabbaticals and trips to Belgium after milestone anniversaries. The company’s unique management style makes the sourcing and recruiting process more intensive, as supporting this environment requires evaluating both a candidate’s skill and their potential fit within the company’s culture. As an added challenge, the company’s recent growth— construction of a second brewery in Asheville, North Carolina, and an expansion of their sales force—means recruiters must increase sourcing efforts while simultaneously reducing time to hire. Why Cornerstone With Cornerstone Recruiting, New Belgium found a highly configurable, integrated solution that is flexible enough to adapt to the company's existing recruiting process. The solution also will easily expand with the company as business and workforce needs increase. "One of the most important aspects of Cornerstone Recruiting is its flexibility," said Greg Churchman, talent sage for New Belgium. "Every organization is different in how they recruit. The recruiting solution adapts to us." With Cornerstone Recruiting, New Belgium can go beyond merely tracking and evaluating candidates, to creating ready talent pools, building custom career sites and leveraging employee referrals. New Belgium is currently integrating Cornerstone Recruiting with Cornerstone Learning, Cornerstone Connect and Cornerstone Performance, key to managing the entire employee lifecycle. The Results Find the right people for the right jobs, in less time. With the Cornerstone Recruiting, New Belgium can find candidates who are both a skill and cultural match much faster. “We’re fortunate to get 200 to 300 applicants for any job opening. Our challenge is how we get through those applicants to find the people who really want to work here and self-select into our culture,” said Jennifer Briggs, HR director for New Belgium. “Cornerstone enables us do that in less time, which means we have more time to engage with the right candidates.” Enable hiring collaboration. Hiring new employees is a team effort at New Belgium, and company leaders rely on the recruiting solution to support collaboration on candidate assessments. "Our teams across the country can now work together to make joint hiring decisions,” said Briggs. "When we hire people, we have teams of people who look at applicants to say, 'should we hire that person into our team?' Even if we have a remote team of five people, that team is able to collaborate. They can see the same data and operate from the same place." Review remote candidates and support hiring needs throughout current and future expansions. With a growing national sales force and expansion into a second brewery thousands of miles away, New Belgium relies on Cornerstone Recruiting to engage with and review remote candidates. "We're looking to add some wonderful salespeople to grow our brand across the country,” said Briggs. "Cornerstone provides us with a one-stop-shop to source and recruit great candidates, independent of their location or ours."
Transitioning to a Virtual Learning Environment at HME
HM Electronics, Inc. (HME) is a group of companies that designs, manufactures, sells and services specialized communications, audio and software solutions for niche markets. Why Cornerstone HME is a global company with a diverse workforce in multiple locations in the United States, Canada, Europe and Asia. The organization’s performance management system, Halogen TalentSpace, lacked robust learning features and was being used to its fullest capabilities. HME envisioned upgrading to a platform that better aligned with on-demand instruction and guided learning. In 2019, HME switched from Saba TalentSpace to Cornerstone’s Saba Cloud platform because its capabilities could scale to meet the evolving learning and performance needs of HME’s growing workforce, and also provided automated reporting and notification features that created a seamless experience for administrators. With Saba Cloud, HME could introduce a transformative learning environment where all employees could access resources for compliance and operational standard training on a single platform. Business Impact Provided a learning platform and resources for HME’s diverse workforce to grow and develop professionally, increase employee engagement and boost employee performance. A Seamless Transition to Saba Cloud HME embarked on an ambitious three-month implementation plan. Diem Lewis, Director of Organizational Effectiveness, and members of HME’s Employee Learning Committee met and collaborated with a Cornerstone consultant to ensure Saba Cloud had an intuitive user experience. Cornerstone’s 24/7 customer service was also a winning factor in selecting Saba Cloud, as troubleshooting issues could be addressed efficiently. Lewis wanted to push platform features to their full potential with customization and said Cornerstone met their expectations. “We had someone who was able to keep up with my mind in regard to special requests,” she said. The team utilized an agile project management approach to ensure each implementation phase was aligned to meet a fast-paced deadline schedule. “We didn't have any downtime with the switch, which was great,” Lewis said. “The impact on the user was minimal.” Leveraging Learning, Performance and More Learning was key to the company’s continued success. Upgrading to Saba Cloud—internally called Compass—provided an agile learning environment that empowered employees to continuously develop their knowledge. The platform also created a dedicated space for employees and managers to collaborate on their performance plans. Saba Cloud’s rollout was synced with the company’s employee quarterly review process. As soon as it was implemented, 75% of employees completed a quarterly check-in—and that increased to 91% a year later. Finally, Saba Cloud’s comprehensive reporting features were a huge improvement for Diem and her team. Since HME receives government funding to provide employee training, they spent hours maintaining meticulous training records. Saba Cloud’s reporting and analytics provide an efficient way to generate reports, which allows her team more time to focus on developing and delivering employee education curriculums. Shifting to a Virtual Learning Experience While allowing more virtual learning and performance capabilities was the initial goal, HME’s decision to implement Saba Cloud in 2019 made the company more agile during the COVID-19 pandemic and remote work. “I felt like we were six months ahead of the curve because Saba Cloud had tools we were able to experiment with before COVID occurred,” Lewis said. The impact of these tools on employee performance quickly became clear. For example, HME’s sales team needed to adapt to remote sales. HME quickly rolled out tutorials on conducting virtual demos, and employees were able to receive direct facilitator feedback through the platform. Since implementation, Saba Cloud’s virtual learning and meeting capabilities have allowed HME to create a robust training portal that employees are excited to use. It also allows departments to collaborate with HR to address learning needs, boost employee performance and continue to drive business growth and success. “The most exciting part is, instead of going out and finding a different solution, leaders in the organization are reaching out to us and saying, ‘Hey, do you think Compass can do this for us?’ and we’re able to say ‘Yes.’” said Lewis.
Wanted: Healthcare Leaders Comfortable with Ambiguity
Jack be nimble! I find myself thinking about the nursery rhyme phrase lately when I'm explaining the demands facing today's healthcare leaders. The current challenges facing the industry — increased pressure on margin, the need to rebuild infrastructure and the need to adapt to a changing marketplace — make for a formidable set of candlesticks. Simply put, leaders can no longer force-fit the realities of today’s healthcare environment into yesterday’s mold. Like most nursery rhymes, "Jack be Nimble" has ancient origins, originating in a pagan tradition wherein a person's ability to jump over a burning candle without extinguishing the flame was a harbinger of good luck. So how can today’s healthcare leaders clear the flames of today’s unfamiliar obstacles? The answer is agility. Agile leaders adapt quickly to changing circumstances. Today’s successful healthcare leaders are able to maintain margins and not compromise quality patient care. They collaborate to form relationships and partnerships as they create care paths. They get results with and through every caregiver and stakeholder in a way that values each idea and contribution. Based on the work of Lombardo and Eichinger [i], the secret is "knowing what to do when you don’t know what to do." The management performance experts call it "learning agility." For most people, developing this skill requires focused and intentional practice of the ability to lead in ambiguous situations. For learning leaders, then, the challenge is even bigger: How do you intentionally design a learning experience that builds agility, which by necessity can't rely on standardized flow and predictability? These four tips can help healthcare organizations create a more methodical and repeatable, yet agility-focused, learning process: 1. Place leaders in experiences that are unfamiliar and outside their normal areas of expertise. For example, assign clinical caregivers to lead non-clinical strategic projects. A senior nursing director could take the lead on a process improvement project to decrease wait times in the Emergency Department. 2. Provide resources for leaders to keep a lookout for what they are noticing about the situation. Help them understand context, who the stakeholders are and what deliverables are expected. These are basic project management concepts that many leaders have not formally used. Offer these resources to help them avoid making assumptions or overlooking critical information. 3. Build in time for leaders to pause to think and reflect about what they are learning. This could take the form of a mid-project status review to surface what is and isn’t working, or regular journaling. A good coach or mentor is also particularly helpful here to help employees process what is happening. 4. Make sure they master the learning. Repetition is key to fostering the ability to be more agile in unfamiliar situations. Identify ways for leaders to keep practicing their new insights to use in other situations. Stop for a minute and think about what your company's specific new candlesticks might be. What can you do to help your leaders hurdle them smoothly and gracefully? With repeated practice, good luck is sure to ensue! [i] Eichinger, R. W., Lombardo, M. M., & Capretta, C. C. (2010). FYITM for learning agility. Minneapolis, MN: Lominger International: A Korn/Ferry Company. Photo: Shutterstock