The document summarizes upcoming enhancements to Cornerstone OnDemand's performance and compensation tools, including:
1) Redesigning the goals feature to allow adjusting goal status when progress is disabled, viewing total team goal weights, and providing a smart wizard for goal creation.
2) Adding more structured feedback options that allow managers to request feedback on direct reports and provide rating scales, yes/no responses, or text.
3) Allowing approval of goals and development plans directly from the action requests tab.
4) Updating the ability to manage goal progress within performance review tasks.
5) Redesigning the employee salary management page for a more simplified interface.
A brief overview of where Key Performance Indicators really come from and how startup CTOs can effectively build analytics capacity in their companies.
Originally given at NYC CTO School on October 8, 2012.
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Solo Admins: Getting Your Work Noticed - Kerry Townsend & Jodi WagnerSalesforce Admins
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Build an AI Roadmap and Win the Consumer Goods Intelligence RaceGib Bassett
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Visit : https://www.avirahi.com/blog/tata-group-dials-taiwan-for-its-chipmaking-ambition-in-gujarats-dholera/
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It is a sample of an interview for a business english class for pre-intermediate and intermediate english students with emphasis on the speking ability.
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A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
Improving profitability for small businessBen Wann
In this comprehensive presentation, we will explore strategies and practical tips for enhancing profitability in small businesses. Tailored to meet the unique challenges faced by small enterprises, this session covers various aspects that directly impact the bottom line. Attendees will learn how to optimize operational efficiency, manage expenses, and increase revenue through innovative marketing and customer engagement techniques.
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Kseniya Leshchenko: Shared development support service model as the way to ma...Lviv Startup Club
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Kyiv PMDay 2024 Summer
Website – www.pmday.org
Youtube – https://www.youtube.com/startuplviv
FB – https://www.facebook.com/pmdayconference
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Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
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Stay ahead of the curve with our premium MEAN Stack Development Solutions. Our expert developers utilize MongoDB, Express.js, AngularJS, and Node.js to create modern and responsive web applications. Trust us for cutting-edge solutions that drive your business growth and success.
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April '16 - Performance & Compensation
1. 1
First Look:
Performance &
Compensation
• Goals Redesign
Enhancements
• Structured Feedback
• Performance Features in
Action Items
• Update Goal Progress in
Goal Rating Section
• Employee Salary
Management Redesign
Client-Driven – Look for this icon to
see your voice in action
2. Safe Harbor
This presentation includes forward-looking statements. In this presentation, the words “believe,” “may,” “will,” “estimate,” “continue,”
“anticipate,” “intend,” “expect,” “predict,” “potential” and similar expressions, as they relate to Cornerstone OnDemand, Inc. (“Cornerstone
OnDemand” or the “Company”), business and management, are intended to identify forward-looking statements. In light of the risks and
uncertainties outlined below, the future events, circumstances, and functionality discussed in this presentation may not occur, and actual
results could differ materially from those anticipated or implied in the forward-looking statements. The Company has based these forward-
looking statements largely on its current expectations and projections about future events and financial trends affecting its business. Forward-
looking statements should not be read as guarantees of future performance or results, and will not necessarily be accurate indications of the
times at, or by, which such performance or results will be achieved. Forward-looking statements are based on information available at the
date of this presentation and management’s good faith belief as of such date with respect to future events, and are subject to risks and
uncertainties that could cause actual performance or results to differ materially from those expressed in or suggested by the forward-looking
statements.
Important factors that could cause such differences include, but are not limited to: the Company’s ability to attract new clients to enter into
subscriptions for its solution; the Company’s ability to service those clients effectively and induce them to renew and upgrade their
deployments of the Company’s solution; the Company’s ability to expand its sales organization to address effectively the new industries,
geographies and types of organizations the Company intends to target; the Company’s ability to accurately forecast revenue and appropriately
plan its expenses; market acceptance of enhanced solutions, alternate ways of addressing learning and talent management needs or new
technologies generally by the Company and its competitors; continued acceptance of SaaS as an effective method for delivering learning and
talent management solutions and other business management applications; the attraction and retention of qualified employees and key
personnel; the Company’s ability to protect and defend its intellectual property; costs associated with defending intellectual property
infringement and other claims; events in the markets for the Company’s solution and alternatives to the Company’s solution, as well as in the
United States and global markets generally; future regulatory, judicial and legislative changes affecting the Company’s industry; changes in
the competitive environment in the Company’s industry and the markets in which the Company operates; and other factors discussed under
“Risk Factors ” and “Management’s Discussion and Analysis of Financial Condition and Results of Operations” in the registration statement for
the Company’s recently completed initial public offering and the Company’s periodic reports filed with the Securities and Exchange
Commission (the “SEC”).
Forward-looking statements speak only as of the date of this presentation. You should not put undue reliance on any forward-looking
statement. The Company assumes no obligation to update any forward-looking statements to reflect actual results, changes in assumptions or
changes in other factors affecting future performance or results, except to the extent required by applicable laws. If the Company updates one
or more forward-looking statements, no inference should be drawn that it will make additional updates with respect to those or other forward-
looking statements.
Any unreleased services or features referenced in this or other documents or public statements are not currently GENERALLY available and
may not be delivered on time or at all. Customers who purchase Cornerstone OnDemand applications should make their purchase decisions
based upon features that are currently available.
4. Adjust goal status when progress bar is
disabled and view total team goal weights
Goal status dropdown
when progress bar is
disabled
When viewing Team
Goals, view the total
weight of all their goals
Client-Driven
5. Smart Wizard is back!
Smart Wizard popup
guiding users through
their goal creation
Client-Driven
7. Auto-Upgrade with April ‘16 Release
Review Starter Guides
Watch Demo of Redesign
New modern and
simplistic way to create
and manage goals!
How can I prepare?
Watch Training Video
9. Employees and managers can request
more structured feedback
Managers can request
feedback on behalf of
direct reports
Additional structured
request feedback
options: Rating scale,
Yes/No, Text
13. Manage and update goals directly from a
Performance Review Task
Dropdown to Manage
Goals with the
Performance Review
Simply Update Progress
and return back to the
same page in the review
15. Redesign of Employee Salary
Management page
Before
After
*Auto-upgrade in
April ‘16 Release
16. Functionality is a 1:1 match from existing
page
Labor Hours now reads
“Annual Equivalency”
Existing fields remain
when adding a new
salary and expands on
same page