Business leaders often say their employees are their organization’s most valuable asset. But how much insight do companies truly have into their workforce? Discover more at
Business leaders often say their employees are their organization’s most valuable asset. But how much insight do companies truly have into their workforce? Discover more at http://www.csod.com/TalentIQ
Stop guessing and
start making smarter
But how much insight do companies truly have into their workforce? Too many organizations rely on assumptions vs.
facts when it comes to talent. Others simply have no reliable means of gaining better data and insight into the fitness and
capabilities of their people.
Why is this? Part of the answer is data. But behind data is strategy – having the right processes and resources in place to
gain better workforce intelligence and enable executives, managers and line leaders to make smarter decisions about talent.
This includes decisions about hiring the right people, developing employees and keeping them engaged, and placing them
in the right roles now and for the long run. Not having this information can potentially threaten the growth and profitability
of your organization.
what U.S. businesses
spend on talent acquisition1
of employers facing talent shortages say it is having
a high impact on their ability to meet client needs2
We have a clear view of the skills and
knowledge required to execute on
current and future business objectives
We are able to consistently identify and
recruit candidates with the right skills
and who are the right culture fit
We can see how each employee directly
impacts and contributes to the success
of the organization
We have a pulse on employee
engagement levels, as well as on what
motivates our people and drives their
We know which employees are flight
risks so we can proactively address
Our training and development
investments align with the skills and
leadership needs of the business
We have succession plans in place
for identifying and developing high
performers and future leaders, as well
as ensuring the right people are in the
right roles across the business
We have insight into the career
interests, expertise and capabilities
of every employee in our company
Answering NO to any of the following questions means the
health and success of your organization could be at risk.
Recruiting shouldn’t be a scattershot affair. But it also shouldn’t be so rigid that you overlook potential candidates
because the timing isn’t right or because they don’t meet every item on the experience checklist.
How can you adapt your recruiting strategy to keep pace with a fluid – and highly competitive – talent market? Use
modern tools such as social networks, video and mobile to forge deeper candidate relationships and create talent
pools for current and future opportunities. Amp up employee referrals and internal sourcing. Shift to a process that
focuses on hiring for potential and culture fit and training for skill. And create a targeted onboarding program that
engages new hires from day one.
of job candidates want to apply for
jobs from their mobile phones1
of new hires fail because of attitudinal reasons
(vs. lack of skill) within 18 months3
2Access to better employee insight creates an opportunity for a skills marketplace – pools of internal talent with
very specific capabilities and expertise that can be pulled together for projects, tasks or leadership opportunities.
Organizations with these abilities are inherently more nimble and competitive.
Achieve this by diagnosing the skills, knowledge and competencies needed to propel your business forward. Allow
employees to go beyond the traditional resume and paint a more accurate picture of his or her interests, expertise
and potential value to the organization. Identify and invest in closing the capability gaps across every level of
your organization – not just among high performers. And make learning a part of the very fabric of work – timely,
contextually relevant and easily accessible.
of companies cite “capability gaps” and “leadership
gaps” among their top talent challenges1
of employees are looking for a new job
because they feel their current role doesn’t
make good use of their skills and abilities4
3Evolving beyond a transactional performance management process gets you the data you need to make smarter
staffing and development decisions – and it gives employees the feedback and recognition they crave, resulting in
higher engagement and productivity.
How can you reach this nirvana? Enable and capture ongoing, real-time employee performance feedback and
recognition from managers, peers, project teams and more. Encourage more meaningful performance and
career discussions between managers and direct reports – with an emphasis on coaching and mentoring rather
than judging and evaluating. And increase transparency and establish clear goals so that employees (and the
organization) know how they’re contributing to the bottom line.
companies with a “recognition-rich” culture have a 31
percent lower voluntary turnover rates than their peers1
of engaged workers would keep their
jobs upon winning the lottery5
4Work can and does happen anytime and anywhere – not just in the office from 9 to 5. Luckily, today’s technologies
make it easier for employers to intertwine physical, mobile and virtual workspaces in ways that encourage more
communication and collaboration.
How can your organization capture the collective knowledge of your workforce and ensure pockets of critical
information aren’t hidden? Transform your talent management system into a one-stop resource that gives
employees quick and easy access to the right people, information and resources they need to do their jobs. Provide
user profiles that curate all of an employee’s system activity in a central place. And employ collaboration and project
management tools to enable real-time networking, activity tracking and sharing of information across job functions,
teams and time zones. The more active the participation, the more data organizations can capture for pinpointing
where valuable expertise, skills and competencies reside.
of U.S. workforce (64 million employees) have jobs that
accommodate at least part-time telecommuting6
what U.S. businesses would save per year if these
workers telecommuted just half the time6
Cornerstone OnDemand is elevating what talent management software can do for your
organization. We know the right approach to talent management is as critical as ever to gaining
better workforce insight and making smarter decisions about your most valuable asset: your people.
Find out how our unified, cloud-based solution – from recruiting, onboarding and learning and
development, to performance management, succession planning and compensation management
– can help your organization get to know its talent better, increase employee engagement, and
facilitate where and how work really gets done today.
1. Bersin by Deloitte, Predictions for 2014: Building a Strong Talent
Pipeline for the Global Economic Recovery, December 2014
2. Manpower Group, 2013 Talent Shortage Survey
3. Hiring for Attitude, by Mark Murphy, Nov. 2011
4. Deloitte Talent 2020: Surveying the talent paradox from the
employee perspective, September 2012
5. Gallup, August 2013
6. Global Workplace Analytics, August 2012
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