On-demand Webinar

Sharpening Professional Skills in Today’s World of Work

HR professionals know that an organization is only as good as its people. But how can you keep employees engaged, developing, and feeling fulfilled while also staying on top of other pressing tasks?

With the rise of resignations and a competitive talent market, there is an increased need to lessen the administrative burden and create a continuous learning culture that is easier to maintain.

In this session, Organic Valley discusses how they built a program for building skills that is simple, engaging, and sustainable by pivoting to a more self-directed approach.

You’ll learn how to:

  • Make a cultural change from employees perceiving their value as what they do to what they are capable of
  • Use tools and resources to drive content engagement and value
  • Keep the momentum going for learning and development while also freeing up managers to focus on other strategic tasks

Related Resources

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

Spotlight on Electrolux and Ageas: Preparing for and maintaining impactful learning programs

Customer Story

Spotlight on Electrolux and Ageas: Preparing for and maintaining impactful learning programs

Driving business outcomes from an investment in learning content requires an engagement strategy that makes learning materials available and accessible to employees. Organisations need to launch and maintain learning programmes effectively to ensure they have maximum impact on both employees and the business as a whole. Both Ageas and Electrolux have successfully launched digital learning programmes, each taking steps to maintain and sustain engagement. How did Electrolux prepare to launch its learning campaign? Electrolux manages organizational learning and knowledge management with formal learning networks, Internet-based knowledge, as well as a company-own education facility. Learner engagement is one of the most important aspects for Electrolux to continuously develop talents. Therefore, Electrolux offers a plan for a learner engagement campaign that includes four main steps. 1. Knowing your audience Electrolux conducted interviews with employees to ensure the company’s learning and development strategy would meet their needs. In doing so, the company was able to connect learning content with the right audience. 2. Connecting it to your brand Electrolux believes using familiar, consistent branding helps make learning more memorable to create a long-term impact on its employees' behaviours. 3. Make it relevant and engaging Based on external and internal insights, Electrolux discovered that more frequent quarterly learner programmes cultivated higher levels of employee engagement than one large campaign launch. Employees were also awarded badges for each completed course, with leader boards to gamify the learning experience and motivate employees to participate. 4. Track performance for key insights Electrolux tracked and used metrics from the programme to gain deeper insights about its course completion rates. Using a previous campaign as a benchmark, Electrolux found that the success of their new learning strategy exceeded expectations. How did Ageas build an impactful learning content strategy? Ageas launched its digital learning platform two years ago but has always been conscious not to overwhelm employees with its vast library of learning material available. Ageas adopted a three-pillar strategy to reduce unnecessary noise and guide its people to the right learning content to spur their growth and development. 1. Generate one voice Key messages were planned each month from business, wellbeing and learning perspectives. These key messages were conveyed through links and content shared on Ageas’s digital platform to ensure messaging was aligned and consistent. 2. Make it relevant Ageas created its own competency framework to guide learners and help connect them with the most relevant learning materials. One such framework is “Technical Heroes”, which consists of nine core competencies that employees see right away on the landing page, each with links to relevant materials. By specifying the key areas of development and making learning material easy to access and navigate, learners are able to focus on what is most relevant to them. 3. Weave learning content into the digital onboarding journey Ageas has integrated its remote onboarding processes into the digital learning platform. Leveraging a combination of suggested learning materials (specific to the job or function of the employee) and live induction sessions has enabled a smoother, more consistent onboarding process. The impact of a successful learning strategy Investing in the best learning materials is only half of the equation. If learners are not interacting and engaging with the materials, the investment is not accomplishing its purpose. Learning must be at the core of every business decision, and leaders must inspire employees to take charge of their own development journeys. With a collective growth mindset throughout the business, the opportunities for innovation are vast.

Spotlight on Eisai and Amplifon: Strengthening employees’ skills and competencies with effective L&D strategies

Customer Story

Spotlight on Eisai and Amplifon: Strengthening employees’ skills and competencies with effective L&D strategies

Learning and development strategies must continue to evolve in the ever-changing world of work. Training and development provide employees with a softer landing into change, and the introduction of digital learning and development platforms during the COVID-19 pandemic allowed employees a smoother transition into a new style of work. Both Eisai and Amplifon have been working with Cornerstone to create a learning and development strategy that is hyper-personalised and skills-focused, allowing their people and their entire organisations to become more agile and adaptable. How have Eisai’s and Amplifon’s attitudes toward learning and development changed? Historically, Eisai’s focus had been on mandatory training. The pandemic, however, shone light on how businesses need to be agile. Focusing solely on mandatory training did not grant Eisai the flexibility needed to survive and thrive in today’s environment. Eisai sought to encourage ownership of training and development, as well as improve trust between managers and employees during the transition to remote work. Using Cornerstone’s platform allowed for a more blended approach to learning, whereby face-to-face and digital materials were combined to take a more holistic approach to individual growth and development. At Amplifon, adopting Cornerstone allowed the firm to integrate its entire global workforce into one, open platform. The pandemic reinstated the importance of learning and development and prompted Amplifon to look toward what skills would be needed in the future and invest today in these key competencies that will matter tomorrow. A vital driver of this was employee experience. Leaders at Amplifon believe that this should be the same for everyone, no matter your position, geography or time zone. Amplifon invested not only in learning and development content but also in social tools to create communities and cohorts, to encourage an equal sense of belonging across the entire organisation. How were these digital learning and development strategies introduced, and were they successful? Eisai opted to allow employees to get familiar with the platform before rolling out more learning content. Cornerstone Anytime was then incorporated, with the multiple language packs making the variety of content available accessible to all. The more variety in learning content, the more uptake that was seen, with a 75% course completion rate highlighting the success of the platform. Amplifon also designed a creative teaser campaign to precede the introduction of Cornerstone. Apps that are commonly used, such as Spotify and Google Maps, were cleverly compared to the functionalities of Cornerstone (i.e. personalised and easy to navigate). When the platform was introduced during the height of the pandemic, the separate national lockdowns saw an enormous uptake in course completion. Employees were taking ownership of their development in their own time. What does the future hold for learning and development at Eisai and Amplifon? Amplifon aims to create a comprehensive experience through one common global platform that integrates into the work-life of employees, stimulating learning opportunities and powering self-driven growth. The company’s primary objective is to make its work population future-ready. Eisai echoes the above, whilst also looking to further embed development plans, encourage feedback and comments for continuous improvement and use the skills functionality to highlight learners’ strengths and direct their improvement. Although Amplifon and Eisai are at different stages in their Cornerstone journeys, their successful campaigns to promote a learning culture using a personalised people development programme is testament to the sizable payback from investing in people.

Streamlining a diverse industrial group with an agile and entrepreneurial learning strategy

Customer Story

Streamlining a diverse industrial group with an agile and entrepreneurial learning strategy

"Tessenderlo Group is a diversified company that has a global vision whilst staying true to local needs. Cornerstone’s flexible and intuitive solutions suit our requirements perfectly. Simple integration has unlocked functionalities and have given greater flexibility to our organisation, as well as lifting the admin burden through an intuitive and easy-to-use system. Together with Cornerstone, our strategic vision and learning functionality can be accelerated with the facilitation of community, creating natural progression opportunities." Toon Patyn, HR Services Manager, Tessenderlo Group Business impact Tessenderlo Group is a diversified industrial operational group, requiring a centralised, streamlined, and intuitive HR software to align with their overall entrepreneurial strategic vision and individual local needs. Tessenderlo Group focuses on agriculture, bio-residuals, energy and providing water-based solutions in a range of operating segments. The company has grown and evolved from a chemical firm to a diversified industrial group and has a vested interest in sustainable development with innovative product ranges. The business is headquartered in Belgium, Brussels, with offices spanning over 25 different countries around the world and commercially operating in eight different business units. Tessenderlo Group required a combined, intuitive, and accessible HR system to suit the requirements, demands and responsibilities of their organisation. The main objective and vision for the group was to function for individuals by granting freedom and flexibility to local teams, whilst making the most out of a common process to link together and maximise efficiency. Tessenderlo Group sought to improve its learning strategy and invest further in the development of its employees to match different viewpoints of their worldwide community. Why Cornerstone Cornerstone gives Tessenderlo Group the opportunity to have an efficient, accessible, and centralised system whilst being tailored to the local needs of the various operating groups. The company seeks to have an entrepreneurial spirit in all aspects of their organisation which matches with Cornerstone’s resources that promote innovation and development. Learning and talent is an essential focus at Tessenderlo Group, and to cover its multiple business units, the group required a provider which could organise and implement the correct processes to overcome potential learning challenges. They believe in implementing a learning strategy that encompasses informal and on-the-job learning as a key pillar in their strategic vision. Cornerstone allows Tessenderlo Group to adapt to differing learning options and appetite, which differed hugely in the various business units previously. This flexibility can equally serve those more advanced in their learning journey as those who are just beginning. Tessenderlo Group plans to bring more harmony to talent processes and collaborating even more in groups to maximise efficiency to create a self-service learning strategy for their organisation. The results Fostering an innovative learning culture: Cornerstone supports and uplifts online learning course around various compliance topics, now covering all employees through 1 single tool. Employees can realise more of their potential as they accelerate their career development, accessing more inspiring and motivating learning content. Facilitating community across the globe: By having basic rules for global setup, but room for regional deviation, Cornerstone solutions have improved transparency, efficiency, and connection within Tessenderlo Group. Managers within the HR domain can exchange experiences, customising their integration depending on different factors such as the speed of learners, appetite and assigning courses that suit their specific local demands. The group has implemented Cornerstone in 16 countries in the first year alone. Easy-to-use and customisable solutions: Employees can use Cornerstone without lengthy or confusing training as the technology is intuitive and easy to customise. Integration thus far has been quick as business units can adopt Cornerstone organically and use the resources for their individual needs and demands, embracing the support and training of how to scale HR from other parts of the organisation. In that way all the business units can keep their look & feel, but profit from a common template. Strategic, accelerated forward planning: Looking to the future, Tessenderlo Group can now react with greater speed and agility to the changes in the labour market and employees’ personal lives, responding with perceptive training adjustments. In 2021, the first year of the launch, more than 12,500 courses have been registered completed through Cornerstone for an equivalent of over 15,000 hours of training. Entrepreneurial spirit and culture: Tessenderlo Group are constantly innovating and exploring new products and technologies in their organisation with more than 4,800 employees and consistently rated a leader in most of its markets it operates in. Cornerstone allows the company to foster a learning culture and uplift the organisation to a higher level, to ensure identity and visibility in a crowded sector.

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