Addressing the global skills shortage

Research

Addressing the global skills shortage

A vast divide The gap between the percentage of employers and employees that strongly agree and agree that they’re confident in their organization’s ability to develop employee’s skills is massive — 30%. ㅤ ㅤ

Discover more about Cornerstone

Learn how we can help your organization attract, develop, retain, and manage talent to maximize business results.

Latest Stories

Skills transformation for the now and where you’re heading

Blog Post

Skills transformation for the now and where you’re heading

Skills shortages have been making the headlines for decades. And they’re not letting up. So it’s not surprising that 48% of employers cite their most urgent concern over the next three years as a skills and talent shortage, according to our recent Global Skills Report. But maybe not as surprising is how high-performing organizations deal with this skills shortage compared to the laggards. Simply put, high-performing organizations focus on developing talent as the number one way to fill skills gaps, while laggards were 3x more likely to stall skills development investments. Luckily, that’s Cornerstone’s specialty: helping organizations stay ahead of talent challenges by creating a personalized and connected learning experience for their employees. Learn what Cornerstone customers have to say about how they’re powering the future ready workforce and putting employees in the driver’s seat of their own growth. Powering the future ready workforce One of our customers told us, “We don’t even know sometimes what the skills we will need tomorrow and when we find out, everyone else needs the same skills, so it’s super competitive.” This is an issue cited by an increasing number of organizations since skills shortages have become so widespread. But Cornerstone has given them an edge up. Skills are recommended by AI and help the customer determine if these capabilities are really something they need. They continued, “We can see it really clearly and in advance of it becoming a problem, and then do things to develop our own people with those capabilities.” It can be challenging for organizations to do all the legwork required to gain this knowledge on their own. That’s where Cornerstone and our technology play their part. Thames Water said, “We needed a partner who can help us go on that skills awareness journey and bring that data into us successfully in real-time. That’s where working with a partner like Cornerstone is really critical.” Teleperformance acknowledges that access to all this skills data powers the future ready workforce and retains them. “Having a central platform where we can have skills, skill path and more gives us the opportunity to do great things and retain the people by offering them the opportunity to really take, take a step forward,” they said. More on that next. Putting employees in the driver’s seat In 2022, only 55% of employees are confident in their organization’s prioritization of developing new skilling opportunities for them. Whether related to time, focus, adequate resources or other reasons, employees are not confident that their organizations are prioritizing new skilling. But the following organizations are showing employees they are listening by offering Cornerstone’s skills transformation technology. At Deutsche Post DHL, “This idea of having a marketplace where you enable learning recommendations which are rather personalized, direct to the employee is a very powerful way of not only developing them but also engaging them, making them feel that they matter.” Because people these days want — rather, expect — to engage with their organizations. They just won’t settle for less. And they also want to be in control of their growth path. “One of the main games is really putting the employee at the center, letting them have the information to drive their career internally,” a leader at Alstom commented. The skills graph is one of the tools that helps customers do that. It can develop a rich skill profile for everyone in the organization with only a job title and a resume. And it will learn based on the courses an employee takes and mutes to continue developing a relevant path. Deutsche Post DHL added, “It recommends them to close gaps and suggests to them what might be a next role that suits their capabilities. But it also allows them to say, ‘Well, I’d actually like to make a career shift and what development what I need to put in place to take that route in my career?’” That is powerful.

How Wells Fargo created a culture of self-directed learning

Customer Story

How Wells Fargo created a culture of self-directed learning

Wells Fargo is a leading financial services company that serves one in three U.S. households and more than 10% of small and mid-market businesses. In 2019, the financial industry titan set an ambitious goal to transform learning and employee development for the organization and its over 255,000 employees. They developed a mantra of “go big or go home” to remind them that although the task was big, it was worth doing right. And that meant finding the right learning management and content provider. The team at Wells Fargo had a list of criteria: Build a modern learning experience Increase employee engagement Increase productivity Facilitate talent mobility Create process efficiencies Enable change management After an exhaustive search, more so than any other option, Cornerstone Learning and Cornerstone Content Anytime checked every box on their list. But they didn’t know that the products checked boxes they hadn’t even made yet. When the year 2020 hit, the ability to change and be agile suddenly became more important than they ever imagined. Within two weeks, over 200,000 Wells Fargo employees pivoted to remote work. And thanks to Cornerstone, the quick change and lean into learning helped employees and the company thrive during a time of turmoil. Change management lead to surprising results Many organizations had trepidation about moving to a remote work environment. How would they create accountability? Luckily, thanks to Wells Fargo’s partnership with Cornerstone, they had the tools for change management. They engaged employees with learning that was already in place. And their employees took to it quickly and thoroughly. “What was so interesting is that usage and engagement in [Cornerstone Content Anytime] content, where we might have expected to see a dip in engagement, we actually saw it continue to rise,” said Sarah Foster-Kostis, business initiative consultant at Wells Fargo. The message from their employees was clear: “We saw our learners want more content. They wanted more development. They wanted professional learning experiences.” The world was changing, and employees saw it as an opportunity to learn, grow, and develop in their careers. Homework assignments aren’t needed With Cornerstone Learning, Wells Fargo employees set their own learning assignments. The engaging learning courses had their learners clicking “next course” over and over again. “Over 50% of our learners have taken 11 plus courses. Think of how many people that is! We’re talking well over 60,000 people,” said Foster-Kostis. It added up to tens of thousands of course completions every month. Of the courses taken by employees, 73% were self-directed learning. Foster-Kostis marveled that one month saw upwards of 90% of courses taken voluntarily. “What that really told us is: As people were starting to take the content and see value in it, they just kept taking more courses and finding things that were really going to enhance their learning experiences,” she said. Cornerstone provides critical support and partnership Wells Fargo chose Cornerstone as their vendor for many reasons, chief among them our modern learning experience and top-tier content. But it was the offer of a true partnership that clinched the decision. “We could not have done what we’ve done to help our learners without our critical partnership with the customer’s success and content experience teams,” said Foster-Kostis. Together, Wells Fargo and their Cornerstone support team regularly review opportunities to increase engagement. They look for trends and opportunities to optimize the learning experience. And when they have content ideas, they pitch them. Foster-Kostis explains, “We proposed ideas for content operations. We submit ideas regularly to the curation team for future content playlists, and within a matter of months, we see content on those critical topics. That’s been key for us. And of course, we’re always analyzing data, reviewing the internal and external trends, and proactively looking at our future opportunities to stay in front of the curve with Cornerstone.” Leaning into the future with Cornerstone Learning As Wells Fargo looks to the future, the success of its learning program during the pandemic has sealed the importance of investing in its people. “For us, for our organization, we believe that individuals are key to long-term success. We want to retain that talent. We want to upskill that talent. We want to have that talent feel successful so that they can learn and grow at our organization,” she said. Wells Fargo will continue investing in a modern learning experience and content. “It’s really leaning into Content Anytime courses to support our initiatives, meet learners where they are, and provide that right content at the right time. And that’s really where we want to be successful so that we can ultimately see growth and development.” And Cornerstone will be with them every step of the way.

How Cornerstone customers are supporting employee career growth and improving internal mobility

Article

How Cornerstone customers are supporting employee career growth and improving internal mobility

Learning is a natural human tendency. But organizations can struggle with harnessing employees' inclination to learn and aligning it to their future workforce needs. Technology can help. According to the Cornerstone 2022 Global Skills Report, 97% of high-performing organizations agreed that talent development solutions should improve employee growth – and that just so happens to be Cornerstone's specialty. We're passionate about learning and helping you achieve your employee development goals. Here's how global organizations use Cornerstone to set their employees up for success and career growth opportunities. Empowering people to take development into their own hands When people are passionate about something, don't stand in their way. Better yet, help them achieve what they set out to accomplish. According to our research, 95% of employees at high-performing organizations say their company shows a sense of responsibility to its employees and helps them develop their careers. When organizations invest in the future of their employees, people take notice. That's precisely what Alstom, a multinational manufacturer, believes. "If you want the employee to drive their own career, you need to give them the tools to be able to assess themselves and then prepare their development plan." Generali, a financial services organization, has inspired employees by allowing "people to access learning in their own time." Employees feel that the learning experience is personalized and can "take control of their own development." Ease of access is important, too, so employees feel empowered to learn rather than bogged down by the prospect. Amplifon, the world's largest hearing aid retailer, found this was key to adoption. "We want to make learning fun and easily accessible. And this is important especially for our employees in the shops because flexibility is crucial due to their filled agendas with customer appointments. Therefore, we created the opportunity to learn and upskill anywhere and anytime, also online or offline, and on any device." For 40% of employees looking for information about skill development and growth inside organizations, their skills and development platform is their first stop. In high-performing organizations, that percentage is even larger. And employees are making it clear that they want even more learning content from their employers – to the tune of 80%. Inspiring organizations to improve promotability and increase internal mobility Skills development and career development go hand in hand. As organizations better align to their future workforce needs, they can guide employees through their career journeys. Adding technology enables employees to chart their desired career path by seeing an integrated view of the skills needed and how it translates to internal mobility. Employees who see a future in your organization are more likely to stay. We found that 74% of employees want more tailored, comprehensive career guidance. And that's what Interfor, one of the largest lumber producers in the world, has served up to employees with the help of Cornerstone. "We're committed to providing employees with a career where they can grow, contribute and prosper. We set ambitious targets for internal promotions and have successfully met those targets. And we think that has a lot to do with our employee development programs. "One of those programs that we believe help us with our success is our career development plan. That is a robust program for employees and managers to have multiple check-ins, communication, and opportunities to develop long- and short-term goals that both work toward organizational goals and their own personal development. Part of that is using the Cornerstone system to ensure that we have our formalized goals setting, mid-year check-in and the year-in-review with the incorporation of development plans as well." Interfor's commitment spans the entire talent development cycle and all levels of the organization, including leadership. "We also focus a lot on mobility and growth and developing our future leaders. So, one of the ways that we do that is with our succession planning, which is called Talent Review. And this is a process that allows managers to identify successors, high-potential employees, any sort of gaps on their team and really help develop the next generation of leaders." Aureon, a business solutions provider, has found Cornerstone courses to be integral to internal mobility because employees have access to learn entirely new skills. "We've had people get promoted. We've had people change departments." It's a win-win. Organizations can fill their current and future roles with talent that's already committed to their culture, and employees get the opportunity to progress their careers in ways they may have never dreamed up.

Trends at Work

Skills transformation for the now and where you’re heading

Blog Post

Skills transformation for the now and where you’re heading

Skills shortages have been making the headlines for decades. And they’re not letting up. So it’s not surprising that 48% of employers cite their most urgent concern over the next three years as a skills and talent shortage, according to our recent Global Skills Report. But maybe not as surprising is how high-performing organizations deal with this skills shortage compared to the laggards. Simply put, high-performing organizations focus on developing talent as the number one way to fill skills gaps, while laggards were 3x more likely to stall skills development investments. Luckily, that’s Cornerstone’s specialty: helping organizations stay ahead of talent challenges by creating a personalized and connected learning experience for their employees. Learn what Cornerstone customers have to say about how they’re powering the future ready workforce and putting employees in the driver’s seat of their own growth. Powering the future ready workforce One of our customers told us, “We don’t even know sometimes what the skills we will need tomorrow and when we find out, everyone else needs the same skills, so it’s super competitive.” This is an issue cited by an increasing number of organizations since skills shortages have become so widespread. But Cornerstone has given them an edge up. Skills are recommended by AI and help the customer determine if these capabilities are really something they need. They continued, “We can see it really clearly and in advance of it becoming a problem, and then do things to develop our own people with those capabilities.” It can be challenging for organizations to do all the legwork required to gain this knowledge on their own. That’s where Cornerstone and our technology play their part. Thames Water said, “We needed a partner who can help us go on that skills awareness journey and bring that data into us successfully in real-time. That’s where working with a partner like Cornerstone is really critical.” Teleperformance acknowledges that access to all this skills data powers the future ready workforce and retains them. “Having a central platform where we can have skills, skill path and more gives us the opportunity to do great things and retain the people by offering them the opportunity to really take, take a step forward,” they said. More on that next. Putting employees in the driver’s seat In 2022, only 55% of employees are confident in their organization’s prioritization of developing new skilling opportunities for them. Whether related to time, focus, adequate resources or other reasons, employees are not confident that their organizations are prioritizing new skilling. But the following organizations are showing employees they are listening by offering Cornerstone’s skills transformation technology. At Deutsche Post DHL, “This idea of having a marketplace where you enable learning recommendations which are rather personalized, direct to the employee is a very powerful way of not only developing them but also engaging them, making them feel that they matter.” Because people these days want — rather, expect — to engage with their organizations. They just won’t settle for less. And they also want to be in control of their growth path. “One of the main games is really putting the employee at the center, letting them have the information to drive their career internally,” a leader at Alstom commented. The skills graph is one of the tools that helps customers do that. It can develop a rich skill profile for everyone in the organization with only a job title and a resume. And it will learn based on the courses an employee takes and mutes to continue developing a relevant path. Deutsche Post DHL added, “It recommends them to close gaps and suggests to them what might be a next role that suits their capabilities. But it also allows them to say, ‘Well, I’d actually like to make a career shift and what development what I need to put in place to take that route in my career?’” That is powerful.

Strategies and Tools for Driving Learner Engagement

On-demand Webinar

Strategies and Tools for Driving Learner Engagement

Many organizations are prioritizing learning to attract, retain, and grow top talent, but implementing the strategies at the right time for the right learner can be tough. Doing it with tight resources, even tougher. Andersen Corporation has experienced this. They knew it wasn’t enough to follow the standard “if you build it, they will come” mentality for learning. In this session, Strategies and Tools for Driving Learner Engagement, you’ll come away with: New ideas from the Andersen team as they share how they’ve been able to achieve a consistent increase in the consumption of Cornerstone Content Anytime (CCA) courses month over month Considerations to help you get started building your own effective communications strategy Tips and tools for executing a sustainable plan that drives continuous engagement and builds a culture of passionate learners In addition to hearing about Andersen’s content journey, you’ll also get a refresher from the Cornerstone team on the learner engagement tools we have available and ways that you can leverage your partnership with Cornerstone to get the most out of your learning content. Watch Now

The 3 top skills every organization needs to ensure an inclusive work culture

Blog Post

The 3 top skills every organization needs to ensure an inclusive work culture

Diversity. Equity. Inclusion. Belonging. These four words need to be at the front of every decision your organization makes. Not just because it's the morally right thing to do (because it is, and that should be reason enough). But also because it's the right thing to do to create a more successful organization. According to Deloitte's 2018 research on diversity and inclusion in the workplace, "Organizations with inclusive cultures are six times more likely to be innovative and agile and eight times more likely to achieve better business outcomes." They also found that "an increase in individuals' feelings of inclusion translates into an increase in perceived team performance (+17%), decision-making quality (+20%), and collaboration (+29%)." But achieving these necessary DEIB standards is often easier said than done. At Cornerstone, we're still working to achieve our goals, and we made the entire third season of our podcast, HR Labs, about DEIB. Creating a more inclusive culture requires action and a shared vision across your leadership and employees. So here are the top three skills every person and organization needs to build a workforce that supports and empowers everyone. Active listening and curiosity The best innovation stems from diverse ways of thinking. By leading with an inquisitive mind, open ears and genuine curiosity, your teams will become better equipped to learn from and incorporate differing viewpoints and experiences into their work. Reframe your thought process, ask open-ended questions that build on what you're hearing and explore new concepts. When you challenge yourself to ask "why," you open the door to deeper connections, greater trust and a culture in which every person feels seen and heard. "I've learned to listen more than I speak when someone is sharing," said Maggie Stillman, training consultant for Cornerstone University. "Their life story is valuable education. Sometimes it's a story I don't relate to, but that's how I learn and grow. That's why it's so important." Stillman continues, "I work with a diverse team, and I seek out and listen to their stories. Sometimes I follow up with questions and do my own research. I want to know more; I value their lived experiences." Awareness of unconscious bias Avoiding unconscious bias means asking yourself the tough questions, taking a step back and letting your paradigm evolve. Questions like: Am I allowing myself to see the full potential in all people? Do I help create an environment where my team members feel safe to be their complete selves? These questions can transform a workforce and create a culture where inclusivity is at the forefront. The reality is that ensuring equal opportunities for others is a universal responsibility. And it starts with looking beyond the surface. To effectively improve collaboration, engagement and productivity, you must first be aware of your blind spots and perceptions. When working alongside others with differing views and experiences, incorporating unconscious bias training is a vital first step in addressing micro-behaviors in your teams. Learning how to re-train your mind can dramatically improve attitudes and behaviors across the board. Training alone, however, is not enough. Recognizing and mitigating unconscious bias at the very first sign will allow you to effectively shift your and others' mindset in real time and for the long term. This commitment to examining behaviors must be a shared goal, starting from the top and trickling down throughout your organization. Continuous adaptability The strongest, most inclusive teams understand there is not just one way of viewing things. There's no single "right" answer to every question. The beauty of a diverse workforce is that it embraces input and experiences from a variety of individuals, bringing unique perspectives. Leading with flexibility and an open mind allows for an agile team that can quickly adjust to the constant changes that the world of work is experiencing today. "In order to fully embrace others, I need to remain adaptable to new ideas and concepts," notes Stillman. "When I am introduced to a new idea that challenges my thinking, I adapt to the new information and can grow as a person and teammate." Embrace new or "different" ideas and take yourself outside of the box where you feel most comfortable. You may be surprised at what you find when you look through a different lens.

Skills Building

Building skills for the future of work

eBook

Building skills for the future of work

In the HR world today, we hear a lot about upskilling or new skilling the workforce to prepare for changes — whether it’s adapting to new technology or new ways of doing business. In fact, according to research from PwC, the availability of key skills is a top concern for business leaders worldwide as they look to ready their companies for the future of work. But even though technology is driving the need for new skills, the skills that will help companies tackle the challenges they face — from transforming in the face of disruption to pursuing revenue growth and increasing operational efficiency — are not technical. In fact, training for those skills is producing less return than it has in the past because business changes are so rapid. Some skills become outdated or unnecessary thanks to automation, for example. But regardless of our predictions, technology can create jobs just as much as it replaces them. Increasingly, it’s our uniquely human skills that will qualify us for those roles and help organizations adapt to these changes.

Bridge the Workforce Skills Gap: 3 Key Places to Start

Whitepaper

Bridge the Workforce Skills Gap: 3 Key Places to Start

New global research from the Cornerstone People Research Lab shows that organizational leaders and employees are rallying around the importance of skills. However, the research identified a serious confidence gap between employers and employees about their ability to consume skills development and showed that it is challenging to develop critical skills in a way that’s effective and meaningful for employees. 90% of leaders vs 60% of employees feel confident in their company’s ability to develop their skills The acceleration of workplace change, with both short-term shocks and long-term trends, is making employees concerned about a skills deficit and is leaving them feeling insecure about the future of their core skills and roles. This e-book offers practical next steps for talent leaders to address and enable skills development to empower their people and organization. In this eBook you’ll gain insight into: Closing employee confidence gaps in your skills development programs Identifying the skills employees need to succeed And removing barriers in skills development Learn more with practical steps for developing skills at scale to build stronger, more adaptable and resilient people and organizations.

Skills: The new language of the modern workforce

Datasheet

Skills: The new language of the modern workforce

Skills are the common link between our HR systems and our people. As an adaptable AI skills framework, Skills Graph automatically maps and connects skills to content, roles, people, and more. Your organization can then quickly identify the skills required for every position, form targeted career paths, and recommend the training your people want and need to be successful for the organization and themselves. Download this report to learn more about Cornerstone Skills Graph.

Talent Strategy

How Cornerstone customers are supporting employee career growth and improving internal mobility

Article

How Cornerstone customers are supporting employee career growth and improving internal mobility

Learning is a natural human tendency. But organizations can struggle with harnessing employees' inclination to learn and aligning it to their future workforce needs. Technology can help. According to the Cornerstone 2022 Global Skills Report, 97% of high-performing organizations agreed that talent development solutions should improve employee growth – and that just so happens to be Cornerstone's specialty. We're passionate about learning and helping you achieve your employee development goals. Here's how global organizations use Cornerstone to set their employees up for success and career growth opportunities. Empowering people to take development into their own hands When people are passionate about something, don't stand in their way. Better yet, help them achieve what they set out to accomplish. According to our research, 95% of employees at high-performing organizations say their company shows a sense of responsibility to its employees and helps them develop their careers. When organizations invest in the future of their employees, people take notice. That's precisely what Alstom, a multinational manufacturer, believes. "If you want the employee to drive their own career, you need to give them the tools to be able to assess themselves and then prepare their development plan." Generali, a financial services organization, has inspired employees by allowing "people to access learning in their own time." Employees feel that the learning experience is personalized and can "take control of their own development." Ease of access is important, too, so employees feel empowered to learn rather than bogged down by the prospect. Amplifon, the world's largest hearing aid retailer, found this was key to adoption. "We want to make learning fun and easily accessible. And this is important especially for our employees in the shops because flexibility is crucial due to their filled agendas with customer appointments. Therefore, we created the opportunity to learn and upskill anywhere and anytime, also online or offline, and on any device." For 40% of employees looking for information about skill development and growth inside organizations, their skills and development platform is their first stop. In high-performing organizations, that percentage is even larger. And employees are making it clear that they want even more learning content from their employers – to the tune of 80%. Inspiring organizations to improve promotability and increase internal mobility Skills development and career development go hand in hand. As organizations better align to their future workforce needs, they can guide employees through their career journeys. Adding technology enables employees to chart their desired career path by seeing an integrated view of the skills needed and how it translates to internal mobility. Employees who see a future in your organization are more likely to stay. We found that 74% of employees want more tailored, comprehensive career guidance. And that's what Interfor, one of the largest lumber producers in the world, has served up to employees with the help of Cornerstone. "We're committed to providing employees with a career where they can grow, contribute and prosper. We set ambitious targets for internal promotions and have successfully met those targets. And we think that has a lot to do with our employee development programs. "One of those programs that we believe help us with our success is our career development plan. That is a robust program for employees and managers to have multiple check-ins, communication, and opportunities to develop long- and short-term goals that both work toward organizational goals and their own personal development. Part of that is using the Cornerstone system to ensure that we have our formalized goals setting, mid-year check-in and the year-in-review with the incorporation of development plans as well." Interfor's commitment spans the entire talent development cycle and all levels of the organization, including leadership. "We also focus a lot on mobility and growth and developing our future leaders. So, one of the ways that we do that is with our succession planning, which is called Talent Review. And this is a process that allows managers to identify successors, high-potential employees, any sort of gaps on their team and really help develop the next generation of leaders." Aureon, a business solutions provider, has found Cornerstone courses to be integral to internal mobility because employees have access to learn entirely new skills. "We've had people get promoted. We've had people change departments." It's a win-win. Organizations can fill their current and future roles with talent that's already committed to their culture, and employees get the opportunity to progress their careers in ways they may have never dreamed up.

Thriving in a Global Skills Shortage

On-demand Webinar

Thriving in a Global Skills Shortage

The new realities of work have created long-term impacts — good and bad — for your organization and your people. The organizations that successfully navigate this uncharted wilderness are able to thrive by developing the skills of their people. Mike Bollinger, VP Strategic Initiatives at Cornerstone, will walk you through insights from Cornerstone original research and how successful organizations worldwide use skills to ensure their people are thriving post-pandemic. In this webinar you’ll learn: How high-performing organizations are leading with skills The employer vs employee confidence gap The current state of skills development around the world Practical tactics for leading with skills

The history of Juneteenth – and how to honor it this year

Blog Post

The history of Juneteenth – and how to honor it this year

On June 19, 1865, news that the Civil War was over reached Galveston, the capital city of Texas. A brief statement, General Order No. 3, was read aloud. It went like this: The order freed the enslaved Black people of Texas, marking the end of official slavery in the US. The tradition of Juneteenth (a portmanteau of June and nineteen) began June 19 of the following year. Despite the historical significance of Juneteenth, it took until June 16, 2021 for President Joe Biden to sign a bill into law, recognizing it as a federal holiday in the United States. Why learning is an essential part of Juneteenth According to research from Deloitte, educational opportunities outside of the standard unconscious bias training are key to driving diversity, equity, inclusion and belonging efforts. Making sure employees understand the history of Juneteenth and the history of being Black in the United States is important for your DEIB efforts because it serves as a reminder of Black Americans’ ongoing pursuit of racial equity and justice. “Being an ally is critically important in this work,” Duane La Bom, chief diversity officer at Cornerstone, said in a recent blog post. “Sometimes allies feel as if they’re supposed to have all the answers, and it’s the exact opposite...An ally is supposed to listen, learn and leverage their strengths and privilege to help when it makes sense.” Celebrating Juneteenth this year Organizations have moved a little faster than the federal government when it comes to recognizing the significance of Juneteenth. In 2020, 48 major organizations made Juneteenth a permanent, paid holiday, including major companies like Spotify, Twitter and Lyft. In addition to giving employees paid time off to celebrate Juneteenth, employers can encourage their people to acknowledge the holiday in other ways. Pull together a list of ways to support or donate to Black Lives Matter movements or other anti-racism initiatives in their local communities Coordinate with local, online Juneteenth events (like festivals, poetry readings, online celebrations or protests) and encourage your employees to attend Remember: When celebrating Juneteenth at your organization this year, there are also 364 other days a year where you can take action to better support your Black employees and the Black community.

© Cornerstone 2022
Legal