WP_TalentActivationIndex

2
TABLE OF CONTENTS
Executive Summary 3
Detailed Findings 8
Conclusion 18
Methodology 20
Appendix [DIY index] 25

3
EXECUTIVE SUMMARY
It is logical to expect that an exceptionally talented and well-managed
workforce will activate superior organizational performance. However, results
of the global Cielo Talent Activation Index (TAI) study show that the measureable
and quantifiable impact of superior talent strategies on organizational
performance is truly extraordinary.
The study includes responses from more than 750 senior
human resources, talent and recruitment executives at
large organizations in North America, Western Europe
and the Middle East. In all regions, and across six specific
industries, the results are consistent: striking gaps in
business performance exist between organizations that
activate talent by aggressively managing, monitoring and
continuously improving their workforces, and those that do
not. Stated simply:
Organizations that systematically measure and manage
their workforces, align talent strategy with business goals
and proactively support cultural diversity and work-
life balance are far more likely to achieve their most
important strategic and business priorities.
More specifically, the TAI study identifies eight talent strategies where the difference
in approaches between the highest-performing organizations (Leaders) and the
poorest-performing organizations (Laggards) are most extreme. (The study
differentiates among Leaders, Laggards and Mainstreamers — or average
organizations — through questions focusing on the achievement of strategic priorities.1
)
The 8 most-differentiating talent strategies are:
1. Embracing workforce work-life balance
2. Using data and analytics to create workforce strategies
3. Using sophisticated metrics to measure workforce quality
4. Quantifying the business impact of your workforce
5. Applying workforce segmentation models
See Methodology, page 20,
for a full explanation of how
the study was conducted,
including definitions of Leaders,
Mainstreamers and Laggards.
1
84% of “Leaders” are
“very satisfied” with
the quality of their workforce
— compared with only
5% of “Laggards”

4
6. Embracing cultural diversity
7. Effectively motivating workers of all generations
8. Utilizing an effective value proposition to attract top talent
THE TOP 8 STRATEGIC TALENT BEHAVIORS OF
LEADING ORGANIZATIONS:
EXECUTIVE SUMMARY
72%
43%
41%
41%
69%
61%
86%
28%
17%
16%
16%
28%
26%
45%
Rate their organizations’ use of data
and analytics to inform workforce
strategies as “very effective”
Use sophisticated quantitative
metrics to measure the quality
of their workforce
Use sophisticated quantitative
metrics to measure the business
impact of their workforce
Apply workforce segmentation
models to their entire employee
population
Rate their organizations’ ability to
empower workers of diverse cultural
backgrounds as “very effective”
Rate their organizations’ ability
to empower workers of diverse
generations as “very effective”
Rate their organizations’ employee
value proposition as “very effective”
at attracting top talent
LaggardsLeaders
65%
24%
4%
6%
6%
6%
13%
5%
5%
5%
Rate their organizations’ ability to
support work-life strategies that
empower individuals as “excellent”
Overall

5
The following two bullet points powerfully highlight the “talent activation” delta
between Leaders and Laggards:
• Leaders are 16 times more likely than Laggards to rate their support for
flexible work-life strategies as “excellent” (65% vs. 4%).
• Leaders are 12 times more likely than Laggards to rate their use of data and
analytics to inform workforce strategies as “very effective” (72% vs. 6%).
Similarly eye-opening gaps are depicted by Cielo’s proprietary research in
each of the eight talent strategies listed on the previous page, providing a
strong, data-supported correlation between superior talent acquisition and
management strategies and positive business outcomes.
Sue Marks, CEO of Cielo, a leading global talent acquisition
and management solutions provider, states: “This
research further demonstrates with projectable data the
dramatic impact of bold talent management strategies
on organizational capability and performance. In today’s
dynamic and global marketplace, organizations that
recognize the increasing importance of talent and
proactively push to turn talent strategy into an enabler
of corporate vision will win against their competition.”
QUALITY TALENT MANAGEMENT
LEADS TO “FUTURE-PROOF”
ORGANIZATIONS
Progressive, indeed: 69% of Leaders report being “very
prepared” for the changing workforce demands that will
emerge by 2020, compared with only 19% of Mainstreamers and 7% of Laggards.
Clearly, the opportunity derived from more effective, data-driven and strategically
aligned talent acquisition and management is not merely near-term — it has
enduring impact.
Of note, the two bullet points above juxtapose “soft” strategies (supporting
employee flex-time for work-life balance) with “hard” strategies (using data and
analytics to inform workforce strategy).
RATE YOUR
ORGANIZATION WITH
THE CIELO TALENT
ACTIVATION INDEX
Using results from our research survey,
Cielo has created the Talent Activation
Index. The Index provides a diagnostic
tool for organizations to discover
where they stand on the spectrum
from Leaders to Laggards. The Cielo
Talent Activation Index is explained
in the Methodology section, and a
do-it-yourself assessment is included
in the Appendix.
EXECUTIVE SUMMARY

6
Similar juxtapositions are observed throughout the study’s eight most-
differentiating characteristics of high-performing organizations. “What’s
clear from this research is that the world’s most successful organizations are
outperforming their peers because they have figured out how to apply greater
rigor to attracting and motivating the world’s best talent,” says Marks.
WITH HIGHER QUALITY OF TALENT COMES HIGHER
PERFORMANCE — IN EVERY REGION AND INDUSTRY
Importantly, high-performing companies are extremely satisfied with the quality
of their talent. In fact, 84% of Leaders reported being “very satisfied,” compared
with 37% of Mainstreamers and only 5% of Laggards. Around the world, superior
talent acquisition and management strategies are highly correlated with
workforce quality, organizational performance and positive business outcomes.
In fact, the percentage range of “very satisfied” responses to the question about
workforce quality was about as narrow as it could possibly have been among
Leaders from North America (83%), Western Europe (84%) and the Middle East
EXECUTIVE SUMMARY
Leaders Laggards Overall
84%Are “very satisfied” with the quality
of their workforce
Consider workforce strategies “fully
aligned” with organizational goals
Rate the ability of their workforce
strategies to meet their organization’s
objectives in the next three years as
“excellent”
Believe they are “very prepared” to
meet the changing demands of the
workforce of 2020
67%
71%
69%
39%
26%
29%
27%
LEADERS WHO DRIVE QUALITY RESULTS WITH
TALENT STRATEGIES
6%
7%
7%
5%

7
(86%). The range was also narrow by industry. Of the six industries studied,
only finance business services was an outlier: at only 72%, Leaders were
notably less satisfied with workforce quality than Leaders in life sciences,
technology, provider-side healthcare, advanced manufacturing or
consumer companies.
While further differences in degree and emphasis show up among industries
and geographies, the overall results are strikingly similar: organizations
that proactively pursue talent management strategies in the eight areas listed
previously have greater success achieving their key business priorities.
The detailed findings that follow explore the eight talent strategies that best
predict superior organizational performance. A future report will detail how
findings break out among the three global regions and six industries.
LEADERS “VERY SATISFIED” WITH
WORKFORCE QUALITY
90%
89%
86%
80%
82%
84%
84%
86%
83%
72%Finance
Business Services
Life Sciences
Technology
Manufacturing/
Engineering
Healthcare
Consumer
Overall
NORTH AMERICA
WESTERN EUROPE
MIDDLE EAST
Industry Region
EXECUTIVE SUMMARY

8
MainstreamersLeaders OverallLaggards
How do you rate your organization in terms of supporting work-life strategies
that empower individuals while driving the business forward (e.g., remote
working, job sharing, flexible schedules, convenience/concierge services)?
EXCELLENT AVERAGEGOOD FAIR POOR
65% 17% 4% 24% 4% 21% 46% 23%29% 59% 30% 46% 1% 3% 12% 4% 1% 0% 8% 2%
DETAILED FINDINGS
THE BEST BUSINESS PERFORMERS ARE FAR MORE LIKELY TO
DEVISE EFFECTIVE STRATEGIES TO SUPPORT EMPLOYEES’
WORK-LIFE BALANCE
While work-life strategies may not be what the survey’s Leaders do most,
they do show the largest difference between the efficacy of high-performers’
approaches and everyone else’s. Call it “enlightened self-interest”: the
organization takes good care of top talent, and the top talent takes good care
of the organization’s interests. Globally, 65% of Leaders rate themselves as
“excellent” for their support of programs such as remote work arrangements, job
sharing, flexible scheduling and convenience services. That compares with 17%
of Mainstreamers and only 4% of Laggards, producing an overall study average
of only 24%. The majority of Mainstreamers (59%) rate themselves as “good”
and most Laggards rate themselves as “average” (46%).

9
USING DATA AND ANALYTICS TO CREATE WORKFORCE
STRATEGIES CORRELATES STRONGLY WITH ACHIEVING
TOP BUSINESS OBJECTIVES
Aside from having a strong employee value proposition, Leaders rated their use
of data and analytics to inform workforce strategies that drive the achievement of
business objectives as most effective in the study. It appears that rigorous data
analysis is key to creating workforce strategies that help organizations achieve their
top business priorities. With 72% of Leaders rating their use of data and analytics
to drive workforce strategy as “very effective,” these top performers were 12 times
more likely to choose that top rating than Laggards (6%), and 3.6 times more likely
than Mainstreamers (20%). The rigor this question implies is also reflected in the
next three key findings, which involve quantifiable measures of workforce quality,
impact and management (through segmentation).
This appears to be a natural progression: the more value an organization places
on assessing the quality of its in-house talent and the impact of its workforce on
the business, the more likely it is to invest in the methodologies and expertise it needs
to collect data and undertake a sophisticated analysis of its talent pool. In fact, it
probably helps explain why survey results on the adoption of 17 different talent
automation technologies showed relatively little differentiation between the
high-performers and everyone else. The technologies are generally well adopted,
and perhaps viewed as “table stakes.” It is the data-oriented approach and rigor
that an organization brings to its use of these technologies that makes the difference.
How do you rate your organization’s use of data and analytics to inform your
workforce strategies that drive the achievement of business objectives?
VERY EFFECTIVE
72% 20% 6% 28%
EFFECTIVE
24% 62% 42% 49%
NEUTRAL/UNSURE
3% 17% 38% 19%
POOR
0% 0% 6% 1%
INEFFECTIVE
1% 1% 8% 3%
DETAILED FINDINGS

10
LEADERS USE SOPHISTICATED QUANTITATIVE METRICS TO
MEASURE WORKFORCE QUALITY
Devising effective workforce talent strategies begins with benchmarking your
starting point — and today’s continuously evolving strategies require regular
benchmarking measurement. The study’s Leaders are nearly nine times more
likely than Laggards to use sophisticated metrics to measure the quality of their
workforce (43% vs. 5%). If the practice is broadened to include simple as well
as sophisticated metrics, the difference narrows somewhat, but outperformers
are still nearly five times more likely to quantify workforce quality (66% vs.
14%). Conversely, Laggards are nearly five times more likely than Leaders to
have no process in place to measure workforce quality (24% vs. 5%). Based on
descriptive responses added to this question, most high performers focus on
productivity measures, though myriad metrics are mentioned (from earnings
per share to extensive peer review).
Do you quantifiably measure the quality of your workforce?
43% 23% 13% 15% 5%12% 24% 32% 19% 13%5% 9% 44% 18% 24%17% 20% 31% 18% 14%
Yes, we use
sophisticated
quantitative metrics
to measure this
Yes, we use
to measure this, but
they are relatively
simple
Yes, we do this, but
only for certain
segments of our
employee population
We use informal or
qualitative metrics to
measure this
No, we currently do
not have a process in
place to measure this
DETAILED FINDINGS

11
LIKEWISE, LEADERS DO A MUCH BETTER JOB OF QUANTIFYING
THE BUSINESS IMPACT OF THEIR WORKFORCE
Leaders are also much more likely to measure the impact of their workforce
on their overall organizational performance. Nearly two-thirds (63%) use
sophisticated or simple metrics to measure business impact, compared with
only 15% of Laggards — a ratio of slightly more than four to one. When it comes
to the use of sophisticated quantitative metrics only, the difference is even more
striking. Leaders are more than eight times more likely to use sophisticated
metrics than Laggards (41% vs. 5%). This gives leaders a finely calibrated
yardstick for comparing workforce quality with workforce impact, and then
reinvesting in their workforce accordingly.
Do you quantifiably measure the business impact your
workforce has on your organization?
41% 22% 23% 7% 7%11% 23% 41% 12% 13%5% 10% 42% 21% 23%16% 20% 37% 13% 14%
Yes, we use
sophisticated
to measure this
Yes, we use
to measure this, but
they are relatively
simple
only for certain
segments of our
employee population
We use informal or
qualitative metrics to
measure this
No, we currently do
not have a process in
place to measure this
DETAILED FINDINGS

12
WORKFORCE SEGMENTATION IS AN ACTIVE PRACTICE OF
HIGH-PERFORMING ORGANIZATIONS
Grouping employees according to their skillsets, preferences and other
characteristics allows companies to tailor employment terms, incentives and
other factors to increase employee satisfaction and fine-tune motivational
approaches for different segments. Such workforce segmentation is a popular
tool among 41% of Leaders in the survey, who use it to manage their entire
workforce — compared with only 11% of Mainstreamers and 6% of Laggards.
Of note, the response of the largest percentage of Laggards (38%) was,
“Yes, we have a workforce segmentation model, but we don’t use it.”
Does your organization actively practice Workforce Segmentation —
the process of subdividing the broader employee population into groups
with one or more similar characteristics?
41% 20% 22% 8% 9%11% 31% 30% 15% 12%6% 30% 38% 17% 10%16% 29% 30% 14% 11%
Yes, we have
a workforce
segmentation model
that covers our entire
employee population
only for specific
segments of our
employee population
Yes, we have
a workforce
segmentation model,
but we don’t use it
No, we currently do
not have a workforce
segmentation model,
but are considering/
in the process of
implementing one
No, we currently do
not have a workforce
segmentation model
DETAILED FINDINGS

13
LEADERS EMBRACE CULTURAL DIVERSITY AND SUPPORT A
VARIETY OF WORK STYLES
As companies spread geographically and compete for top talent in all corners
of the globe, an organization’s ability to support a culturally diverse workforce
is an increasing differentiator between high and low performance. The proof
is in the survey data: 69% of Leaders rate their ability to “empower workers
of diverse cultural backgrounds to work in their own styles while contributing
to common business objectives” as “very effective” — compared with only 5%
of Laggards. Expanding the results to also include those who rate themselves
as “effective,” the survey found that a full 95% of the Leaders are empowering
workers of diverse cultural backgrounds, compared with 50% of Laggards.
It’s noteworthy that 80% of the Mainstreamers also chose “effective” or “very
effective,” and that 16% of Laggards chose “ineffective” or “very ineffective.”
This suggests that embracing cultural diversity is becoming widely recognized
as necessary to success.
How would you rate your organization’s effectiveness in empowering workers
of diverse cultural backgrounds to work in their own styles while contributing
to common business objectives?
VERY EFFECTIVE
69% 22% 5% 28%
EFFECTIVE
26% 58% 45% 48%
NEUTRAL/UNSURE
3% 18% 35% 19%
VERY INEFFECTIVE
1% 0% 6% 2%
INEFFECTIVE
1% 2% 10% 4%
DETAILED FINDINGS

14
LEADERS ARE FAR MORE EFFECTIVE AT MOTIVATING AND
MEETING THE NEEDS OF DIFFERENT GENERATIONS WITHIN
THEIR WORKFORCE
Leaders excel at meeting the varying needs and aspirations of workers from
different generations, including Baby Boomers, Gen-Xers and Millennials.
When asked to assess their ability to accommodate different generational
requirements, Leaders were three times as likely as Mainstreamers (61% vs.
21%) and 10 times more likely than Laggards (6%) to rate themselves as “very
effective.” As Baby Boomers who have hired Gen-Xers — and raised Millennials —
we can say with certainty that these are challenging gaps to bridge.
How do you rate your organization’s ability to meet the varying needs and
aspirations of workers from different generations (Baby Boomers, Gen-Xers,
Millennials) while driving to achieve common business objectives?
VERY EFFECTIVE
61% 21% 6% 26%
EFFECTIVE
35% 56% 42% 48%
NEUTRAL/UNSURE
3% 21% 40% 22%
VERY INEFFECTIVE
0% 1% 3% 1%
INEFFECTIVE
1% 2% 9% 3%
DETAILED FINDINGS

15
LEADING ORGANIZATIONS EMPHASIZE THEIR EMPLOYEE
VALUE PROPOSITION TO ATTRACT TOP TALENT
Across the board, the survey respondents agree on the importance of
developing a strong value proposition to attract top talent. Of note,
Leaders not only rate themselves highly in the various aspects of workforce
management already discussed — but they also keenly advertise the fact. 81%
rate the quality of their organizations’ employee value proposition as “very
effective” when it comes to attracting the top talent needed to achieve growth,
compared with only 13% of Laggards.
How do you rate the quality of your employee value proposition in terms of
its ability to attract the top talent needed to achieve growth?
VERY EFFECTIVE
86% 44% 13% 45%
EFFECTIVE
12% 47% 56% 42%
NEUTRAL/UNSURE
0% 6% 19% 8%
VERY INEFFECTIVE
2% 1% 5% 2%
INEFFECTIVE
0% 2% 7% 3%
DETAILED FINDINGS

16
LEADERS ARE MORE CONFIDENT IN THEIR FUTURE, AND FEEL
BETTER PREPARED FOR 2020
With their strong emphasis on talent development, Leaders are more prone
to developing forward-looking workforce strategies. Consequently, they are
far more confident in the future. 71% of Leaders rate their workforce strategies
as excellent in terms of supporting their organization’s objectives for the next
three years, compared with 23% of Mainstreamers and only 6% of Laggards.
Similarly, 69% of Leaders (but only 7% of Laggards) believe their organizations
are “very prepared” to adapt to the changing demands of the 2020 workforce,
including changing needs, wants and engagement tactics for a whole new
generation of workers.
How prepared is your organization to adapt to the changing demands of
the workforce that will be present in the year 2020 (i.e. the change in needs,
wants and engagement tactics for a new generation in the workforce)?
VERY PREPARED
69% 19% 7% 27%
PREPARED
24% 58% 31% 44%
NEUTRAL/UNSURE
5% 21% 50% 25%
VERY UNPREPARED
0% 1% 3% 1%
UNPREPARED
2% 2% 9% 3%
DETAILED FINDINGS

17
GETTING PLENTY OF SATISFACTION: LEADERS REPORT
OVERWHELMING SATISFACTION WITH WORKFORCE QUALITY
While the vast majority of respondents report being “somewhat” or “very
satisfied” with the quality of their workforce, Leaders overwhelmingly report
that they are “very satisfied.” This comes as no surprise because as we’ve seen
time and again that Leaders are more likely to focus on quantifiably measuring
the quality of their workforce, and can directly attribute more of their success
to workforce planning in comparison to all other organizations. They work to
empower employees with strategies that accommodate diverse needs, but drive
to achieve common goals. They are also able to recruit top talent with more
effective employee value propositions.
How satisfied are you with the quality of your workforce at your organization?
VERY SATISFIED
84% 37% 5% 39%
SATISFIED
15% 55% 56% 47%
NEITHER SATISFIED OR
DISSATISFIED
1% 7% 22% 9%
VERY DISSATISFIED
0% 1% 5% 2%
SOMEWHAT
DISSATISFIED
0% 1% 12% 3%
DETAILED FINDINGS

18
CONCLUSION: The Right
Talent Activation Strategies
Drive Limitless Potential
Results of the Cielo Talent Activation Index study clearly demonstrate that when
a company’s talent acquisition and management approaches are aligned with
organizational goals, and with the eight most-differentiating talent strategies,
the potential upside for organizational performance becomes virtually limitless.
Organizations that measure and quantify their workforce in order to better
manage it are much more successful at aligning their talent strategies with their
business goals. Companies that proactively support cultural and generational
diversity along with work-life balance are far more likely to attract and retain
top talent.
The result, as the Cielo Talent Activation Index study makes compellingly clear,
is that these companies are far more likely to consistently accomplish their most
important business priorities, achieving and sustaining a long-term competitive
advantage. Talent becomes perfectly aligned with organizational vision, with
the result being that the workforce becomes empowered to play a pivotal role
in achieving the organization’s envisioned future. As such, the aspirations of the
organization and its people become boundless.
To compare your organization with the Cielo Talent Activation Index, turn to the
Appendix and answer the Index questions.
CONCLUSION

19
ABOUT CIELO
Cielo is the world’s leading provider of global talent acquisition and management
solutions. In May 2014, the company rebranded to reflect the successful
integration of U.S.-based Pinstripe, Inc. and UK-based Ochre House, which
combined to become the largest independent provider of strategic recruitment
process outsourcing (RPO), search solutions and talent consulting services
worldwide. Cielo leverages its global scale, customized, innovative solutions
and entrepreneurial agility to help clients achieve sustained people advantage
and outstanding business outcomes. Through world-class, technology-enabled
solutions, Cielo serves clients primarily in the financial and business services,
consumer brands, technology and media, engineering, life sciences and
healthcare industries. Cielo’s global presence includes nearly 1,000 employees,
serving more than 90 clients across 57 countries in 26 languages. This footprint
includes Moorland Gray, the largest and most successful executive search firm in
the Middle East and North Africa. Cielo knows talent is rising — and with it, an
organization’s opportunity to rise above. For more information, visit cielotalent.
com or engage with us on LinkedIn, Facebook, Twitter, YouTube or our blogs.
ABOUT CIELO

20
METHODOLOGY
Cielo conducted a global survey of more than 750 human resources, talent and
recruitment executives within large enterprises. The study was fielded as an
online survey and through computer-assisted telephone interviews. Study data
is broken out for three geographic regions (North America, Western Europe
and the Middle East) and six industries (provider-side healthcare, life sciences,
advanced manufacturing, technology, financial services and
consumer products).
All respondents are decision makers (67%) or influencers (33%) for talent
acquisition and management solutions, processes, technology and tools on a
national (33%), regional (36%) or global (31%) level. All respondent companies
have 5,000 or more employees, with the following exceptions:
• In the Middle East, respondent companies have 1,500 employees or more.
• Among healthcare industry respondents, organizations have 1,500
employees aor more, globally.
Financial and Business Services
Life Sciences (medical devices,
pharmaceuticals, biotechnology)
Technology
Manufacturing/Engineering
Healthcare Provider (hospital
systems, clinics and other healthcare
facilities; does not include health
insurance providers)
Consumer Products, Brands and
Wholesale or Retail Trade (Western
Europe only)
21%
12%
19%
19%
9%
20%
What is the principal business of your
company or organization?

21
25%
20% 32%
23%
1,500-4,999
5,000-9,999
10,000-14,999
15,000+
How many employees does your
company/organization have at all
locations, both full-time and
part-time, including yourself?
26%
22% 15%
6%
31%
Which best describes your role/title?
Chief Human Resource Officer or
other C-Level Executive
Vice President (EVP, SVP, VP)
Senior Director or Director
Department Head
Senior Manager
(If not Department Head)
METHODOLOGY

22
DETERMINING LEADERS, MAINSTREAMERS AND
LAGGARDS, AND THEIR CHARACTERISTICS
In order to identify Leader, Mainstreamer and Laggard companies, respondents
were segmented based on the following criteria:
• Leaders (23%): Rated their performance as “excellent” in achieving at
least two of their top three strategic objectives.
• Mainstreamers (52%): Rated their performance as “good” or a
combination of “good” and “excellent” in achieving two of their top
three strategic objectives.
• Laggards (25%): Rated their performance mostly as “average,” “fair”
or “poor” in achieving all three strategic objectives (companies that
responded with only one “good” are also counted as Laggards).
METHODOLOGY
21% 16% 15% 52%
51%
50%
39%
35%
41%
32%
Increasing customer satisfaction/loyalty
Increasing productivity
Improving financial performance
Increasing new customer acquisition
Being an employer of choice
Increasing innovation in products
and services
Growing geographic footprint
18% 18% 15%
14% 18% 18%
13% 13% 13%
13% 10% 12%
12% 15% 14%
9% 11% 12%
Second Priority Third PriorityTop Priority
What were your organization’s top three most important strategic priorities/
objectives this past year?

23METHODOLOGY
THE CIELO TALENT ACTIVATION INDEX
The Cielo Talent Activation Index was designed to provide a standard basis
for organizations to compare themselves using the global TAI results as a
benchmark. The Index is based on the eight questions found to have the highest
differentiation between the responses of Leaders and the study average. It was
formulated as follows:
• Each of the five responses for all eight questions was assigned a point
value from 1 to 5. Thus, the Index’s maximum raw score is 40 and
minimum raw score is 8.
• Responses to the eight questions by all survey respondents were
tabulated to determine an average score for the entire study. The
average raw score (29.5) was indexed to 100 to simplify comparisons.
• The eight questions and formula for calculating the index are included
in the Appendix (page 25). Organizations can answer the questions,
determine their raw score and find out where they fall on the spectrum
between Leaders and Laggards.
15%
50%
5%
30%
Excellent
Good
Average
Fair
Poor = 0%
How do you rate your
organization’s performance in
achieving your most important
strategic priorities/objectives?

24
Globally, Leader organizations responding to the study indexed at 118. This
means that, on average, these high-performing Leaders achieved their top
three organizational priorities 18% more often than the average of all study
respondents. Laggards’ index of 86 indicates performance 14% below the study
average — and a 32-point gap between Leaders and Laggards.
The formula to calculate any organization’s Cielo Talent Activation Index is to
multiply the raw score from answering all eight questions by 100 and divide the
result by 29.5. In other words: ([Raw Score] x 100)/29.5.
118
100
102
86
Leaders
Mainstreamers
Study Average
Laggards
THE CIELO TALENT
ACTIVATION INDEX
METHODOLOGY

25
APPENDIX: CIELO TALENT
ACTIVATION INDEX
To determine where your organization stands on the spectrum from Leaders
to Laggards, answer the Cielo Talent Activation Index questions and determine
your score.
1. Answer the eight questions below.
2. Determine your raw score by adding up the points assigned in
parentheses to the right of your answer for each question.
3. Multiply your raw score by 100 and divide the result by 29.5. In other
words, ([Raw Score] x 100)/29.5.
Compare your Index to the chart on page 24.
THE CIELO TALENT ACTIVATION INDEX QUESTIONS:
1) Do you quantifiably measure the quality of your workforce?
• No, we currently do not have a process in place to measure this (1)
• We use informal or qualitative metrics to measure this (2)
• Yes, we do this, but only for certain segments of our employee
population (3)
• Yes, we use quantitative metrics to measure this, but they are
relatively simple (4)
• Yes, we use sophisticated quantitative metrics to measure this (5)
2) Do you quantifiably measure the business impact your workforce has on
your organization?
• No, we currently do not have a process in place to measure this (1)
• No, we use informal or qualitative metrics to measure this (2)
• Yes, we do this, but only for certain segments of our employee
population (3)
APPENDIX

26
• Yes, we use quantitative metrics to measure this, but they are relatively
simple (4)
• Yes, we use relatively sophisticated quantitative metrics to measure
this (5)
3) How do you rate your organization’s use of data and analytics to inform
your workforce strategies that drive the achievement of business objectives?
• Very ineffective (1)
• Ineffective (2)
• Neutral/unsure (3)
• Effective (4)
• Very effective (5)
4) How do you rate your organization in terms of supporting work-life strategies
that empower individuals while driving the business forward (e.g., remote
working, job sharing, flexible schedules, convenience/concierge services)?
• Poor (1)
• Fair (2)
• Average (3)
• Good (4)
• Excellent (5)
5) How would you rate your organization’s effectiveness in empowering
workers of diverse cultural backgrounds to work in their own styles while
contributing to common business objectives?
• Ineffective (2)
• Effective (4)
APPENDIX

27
6) How do you rate your organization’s ability to meet the varying needs
and aspirations of workers from different generations (Baby Boomers, Gen-Y,
Gen-X, Millennials) while driving to achieve common business objectives?
• Ineffective (2)
• Effective (4)
7) How do you rate the quality of your employee value proposition in terms
of its ability to attract the top talent needed to achieve growth?
• Ineffective (2)
• Effective (4)
8) Does your organization actively practice Workforce Segmentation — the
process of subdividing the broader employee population into groups with
one or more similar characteristics?
• No, we currently do not have a workforce segmentation model (1)
• No, we currently do not have a workforce segmentation model, but are
considering/in the process of implementing one (2)
• Yes, we have a workforce segmentation model, but we don’t use it (3)
• Yes, we do this, but only for specific segments of our employee
population (4)
• Yes, we have a workforce segmentation model that covers our entire
employee population (5)
APPENDIX

WP_TalentActivationIndex

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