59 Cornerstone OnDemand Case Studies

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Case studies are helpful for understanding how similar needs may have been addressed by Cornerstone OnDemand.

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59 of 59 Case Studies

Enable hiring collaboration. Hiring new employees is a team effort at New Belgium, and company leaders rely on the recruiting solution to support collaboration on candidate assessments. “Our teams across the country can now work together to make joint hiring decisions.,” said Briggs. “When we hire people, we have teams of people who look at applicants to say, ‘should we hire that person into our team?’ Even if we have a remote team of five people, that team is able to collaborate. They can see the same data and operate from the same place.”
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Jennifer Briggs

HR director
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Attracted and retained millennials. With the Learning Cloud, the State can offer millennials dynamic learning and social opportunities, key to engaging a generation that places a premium on collaboration. “Traditionally, people have viewed state employment as lacking upward mobility or technological advancement. As we draw in younger talent, we need to be more flexible and show we’re doing a lot of fun and exciting things,” said Roberson. “Cornerstone helps us achieve this with more engaging learning opportunities, individual career paths and social collaboration.”
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Charles Roberson

Organization Effectiveness Manager
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Used training to drive positive business outcomes. Fridays has seen a significant correlation between completed trainings and higher Guest satisfaction scores. “We’ve analyzed the data, and the results are clear: training is impacting the business bottom line by increasing Guest satisfaction and per person average spend per location,” said Rumsey. We’ve also seen a decrease in Guest complaints about service and Managers. These improvements help our Guest experiences align with our brand promise: “In Here, It’s Always Friday.”
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Paul Rumsey

Vice President, Global Learning & Development
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Walgreens’ executives rolled out Cornerstone’s Performance Cloud in stages, using year one to teach managers how to create custom performance reviews and 360-degree reviews, identify competency and skill gaps, and perform compensation modeling. “With the Performance Cloud, we now have a performance management process that is continual as opposed to once or twice a year,” said Reilly. “This gives us the opportunity to be more flexible in making changes and being more effective in real time, rather than waiting for a yearly analysis to see where we need to make changes.”
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Daniela Hautzinger

director of change management
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Improved leadership pipeline: The E*MPOWER network facilitates executive succession planning. Cornerstone helped develop and support the E*TRADE Leadership Program, an education program based on multiple leadership competencies featuring face-to-face and virtual learning sessions. “We’re consciously building and retaining a team of leaders,” said Dr. Lipsky. “The Leadership Program helps us deliver on our ability to create flexible talent pools to ensure readiness; energize, engage, and retain top talent; and increase business acumen.”
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David Lipsky

Director, Global Talent & Organization Development
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Yet with more than 95,000 associates, cultivating a personalized performance management experience was challenging. Hyatt also lacked talent visibility. “We’d tried many manual-based talent management systems, but it was very challenging to keep information up-to-date. Not having a system in place that integrated with our HR systems and not having the ability for each associate to update their own career preferences made having up-to-date information very challenging,” said Goldberg.
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Rocco Lafronza

recruiting manager
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MetroPCS invested in Extended Enterprise in 2011, just one month after their initial inquiry. Wecsler’s team leapt into action, working closely with Cornerstone to manage configuration. Cornerstone’s hands-on approach was a critical factor in customizing the system to meet MetroPCS’ tracking and reporting requirements. When MetroPCS needed a means of running reports related to courses taken, Cornerstone quickly devised a way to incorporate data on a daily basis from a prepared list of all dealer doors and a key component in the self-registration process.
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Larry Wecsler

Staff VP - Organizational Learning
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With over 30,000 employees worldwide, Pandora’s ability to deliver training and development opportunities efficiently and cost effectively is critical. Yet reaching a global staff, especially in the face of continual growth, was challenging—and not only for reasons of scale. Fulfilling the company’s mission—to become the most recognized jewelry brand while creating quality, hand-finished jewelry at an affordable price—depends on employees’ learning and embracing Pandora’s core values: pride, passion and performance.
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Martin Bloch Nielsen

Director, Group Training
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Pat Ross

National Membership Coordination
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USC implemented Cornerstone OnDemand’s learning management system, Cornerstone Learning, in 2013. The solution allows the university to engage and develop employees with targeted, customizable training. “I’m so excited we’ve been able to bring in Cornerstone Learning. It’s incredibly robust. We’ve never had anything even close to it in the past,” said Campbell. “It allows us to deliver very powerful, very well-managed learning of all types, live training, online learning, you name it. We have an incredible library of learning assets that are now at the fingertips of every single USC employee, faculty and staff, 24/7.”
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Mary Campbell

Assistant Vice President, Talent & Organizational Effectiveness
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More easily identified high-potential employees. AccorHotels’ previous manual review process didn’t allow Gibson and her team access to the big picture view of their talent, which was highly detrimental to the organization’s ability to plan for succession. “With our previous system, it was so difficult to consolidate performance data in one place. Plus, we weren’t measuring potential,” said Gibson. “With Cornerstone Growth Edition’s nine-box grid, I can see the entire organization. I am able to drill down and see where people fit and what their potential is. It allows us to see whom we should be talking to when opportunities come up and where common gaps are.”
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Nykkie Gibson

Director of Learning and Talent Development
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Nykkie Gibson

Director of learning and talent development
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Created a more strategic, continuous performance management process. Employees and managers are now working together to create more relevant short-term and long-term goals that are aligned with organizational goals. “We weren’t measuring goals before. We just had a ‘one and done’ review process based on their job description,” said Dennis. “Now we have more continuous performance management, and it’s making a difference. Employees know what goals they’re being measured on. People are paying attention to defined behavioral traits needed to be successful in their position.”
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Robyn Dennis

Organizational Effectiveness Manager
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Clare Marsch

Senior Vice President, Training & Development, Professional Development Group
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Arnold Bloch Leibler (ABL), a premier Australian commercial law firm, is regularly involved in some of the most important landmark transactions in the country. Prior to Cornerstone, ABL was challenged with a cumbersome paper-based review process that was not adding value to the business or its employees.
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Kate Clark

Director Of Human Resources
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To meet these challenges, BNP Paribas chose Cornerstone OnDemand. Because Cornerstone solutions are delivered as Software-as-a-Service (SaaS), they met BNP Paribas’ financial requirements as no additional hardware needed to be purchased or installed. This also meant that the deployment was fast; with no equipment installation to handle, Cornerstone could move quickly.
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Jean-Louis Pire

Head of Steering Centre HR Tools
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Enable more organic communication and collaboration during courses. Previously, creating interaction between learning communities required a directive—instead of an organic, collaborative approach. “We would tell learners to read a blog post and engage with their peers by posting two comments, but it wasn’t a natural interaction,” said Quinn. “With Collaborative Learning, we’re going to be able to do that a lot more organically. We won’t be dependent on any workarounds. We expect a lot more organic participation from employees, and I think people will be more excited.”
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Stephen Quinn

manager of learning services systems
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Strengthened employee engagement. In February 2013, prior to implementing Cornerstone, employee engagement was at 40 percent. A satisfaction survey conducted in December 2013 showed an increase to 75 percent. “Using Growth Edition has contributed to an improvement in employee satisfaction,” said Byrne. “The numbers show we are headed in the right direction. Employees feel more involved in their review, and communication has improved between managers and employees.”
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Lisa Byrne

Learning And Development Manager
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Sandra Smith

Learning Manager
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Cornerstone’s ability to integrate with and support the Airport Authority’s existing talent management processes were key factors in the vendor selection process, as were positive peer referrals. “Cornerstone provided us referral clients to speak with, so we were able to hear endorsements during our selection process,” said Mary Mullally, HR project manager for Wayne County Airport Authority. “Those referrals helped us make the final decision to work with Cornerstone.”
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Thomas Naughton

Chief Executive Officer
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The company has experienced tremendous growth in the past 12 years and is continually adding clients across the globe. Yet this global growth posed significant challenges to Elavon’s talent management process. “Talent management is a journey that never ends. You must empower individuals continually,” said Clarissa Mitchell, senior director, enterprise learning technologies at Elavon. “That creates ongoing challenges with bringing people on. We needed a way to not only identify high potential talent but then develop that talent, which is a challenge when you’re operating—and expanding—across the world.”
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Clarissa Mitchell

Senior Director, Enterprise Learning Technologies
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Eliminated administrative translation processes. Cornerstone’s multiple language capability helps Federal-Mogul reach thousands of employees in their native language. “This strengthens employee engagement while allowing HR to focus on the results intended by training,” said Deuby. “As a multi-national company that values the contribution of all global employees; the system allows us to reach each employee in a way that displays this value,” said Lynnette Vollink, director of Powertrain and corporate staffs for Federal-Mogul.
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Brandon Curry

Director of Global Talent Management
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representative and another vendor’s representative one day at 4 p.m., telling them he had a meeting the next day at 10 a.m. and needed system requirements prior to the meeting. “I heard from the Cornerstone rep within 30 minutes. He was in a meeting, but he delivered the information I needed in an hour,” said Baker. “I heard from the other company’s sales rep the next day at noon, two hours later than I requested. Both reps were in meetings when I emailed, but only Cornerstone got me the information I needed within the time frame.”
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Mike Baker

Associate Vice President, Learning And Development
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Streamlined compliance. Hallmark relies on Cornerstone Learning to distribute compliance training, code of business ethics and annual policy reviews. “We have to push compliance documents out to our employees and subsidiaries in multiple states. With Cornerstone, we can deliver the California or Connecticut documents to the right people,” said Atteberry. “Cornerstone also makes it simple to track and record signatures. For our annual policy review, it takes employees literally five minutes to review the slides and sign electronically.”
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Cassie Atteberry

HR management, talent management
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Finding and evaluating new agents for thousands of seats worldwide is a challenging and laborious process. Sourcing smartly is crucial: successful call center agents consistently demonstrate a wide range of tangible and intangible characteristics, qualities that aren’t immediately obvious from attendance records or traditional skills tests. Yet Harte-Hanks’ existing staffing agency still evaluated candidates primarily on demonstrable skills and the agency’s “gut-level” estimation of any one candidate. As result, Harte-Hanks wrestled with high attrition rates and less than optimal productivity—both detrimental to the company’s bottom line. “Recruiting and training is a pure cost for an outsourcer, so high attrition is a huge issue,” said Kristin Huber, HR business partner at Harte-Hanks.
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Kristin Huber

HR Business Partner
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The company evaluated a total of 10 learning management systems. Necessary criteria included the ability to track in-person training, deliver online courses and monitor compliance. Seamless integration with WebEx also was critical, as the company delivers significant training through webinars. Both the learning services department and the learning council selected the Cornerstone Learning Cloud. According to Trabbic, “Cornerstone is recognized as an industry leader, and the Learning Cloud has the basic features we needed and room to expand to other options all within one organically developed product.”
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Jamie Trabbic

Manager of learning assessment and strategy
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Determined workforce capabilities. The IFRC must rapidly deploy volunteers to disasters all over the world. This requires knowing volunteers’ availability, skills, and languages. The IFRC relies on Cornerstone’s succession management capabilities to aggregate and update this information. “We use the Performance Cloud’s succession features to conduct searches,” said Goulay. “When we need to deploy, we can easily search and create a roster of available people.”
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Ariel Kestens

Global Head Of Learning And Research
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With multiple business units, having a consistent performance management process was critical. Yet each JSJ business unit had developed its own review method. The only consistency was that reviews were created and shared via electronic and paper-based documents, which made gaining a bird’s eye view of performance across the organization impossible. In turn, this affected the company’s ability to make strategic, long-term staffing decisions.
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Holly Streng

Learning And Development Manager
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Stangel and her team quickly researched third-party vendors to find a solution. “There were so many challenges with the project, beyond just the short deadline. The portal needed to house 600 materials, plus easily connect to other organizations’ resources in the safety world,” said Stangel. “Yet the entire solution had to be something that one person could manage.”
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Katie Stangel

Director, Learning & Development
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Cornerstone’s solutions have improved the competitiveness of our staff by providing a simple but effective way of monitoring, improving and rewarding performance,” concluded Carlsson. “It has not only enabled us to have a pan-European, consistent and unified model for HR, but has also improved the overall experience of our employees and increased the effectiveness of our business.”
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Christian Carlsson

SVP HR
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Together, Cornerstone and Pitney Bowes designed a 30-60-90-day plan to get Pitney Bowes back on track, as well as improve the Performance Cloud’s functionality. “We were in daily contact. We ripped out our performance management process and put it back in,” said Tuccillo. “The next performance management cycle was night and day, by comparison. The technology improved, and people knew what to do. It shows Cornerstone will work with you to enable your success.”
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Vincent Tuccillo

Director, Global Hr Solution Delivery
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Delivered thousands of learning opportunities. With Cornerstone Learning, the nonprofit can deliver, track and report on hundreds of on-demand classes. “We deploy volunteers within hours, and send them to places that are very difficult. They need to learn about a place quickly, and have to be onboarded online,” said Wardak. “We do that with Cornerstone Recruiting and Learning. We saw close to 2,000 course registrations in one year, with a 95 percent completion rate.”
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Miriam Wardak

VP & Chief HR Officer
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Pay-for-performance culture. Implementing Cornerstone Compensation allowed Prometheus to enhance the security and integrity of its compensation data, as its outdated spreadsheet-driven system was replaced with Cornerstone’s cloud-based solution. Cornerstone Compensation generated another level of system centralization for Prometheus, creating efficiencies for administrators and end users and saving consulting fees. Overall review ratings were also used for compensation in a pay-for-performance model. High performers received higher compensation adjustments as a result of their review ratings.
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Mattson Hill

Director of Prometheon Services of Organizational Capabilities
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In early 2012, Ricoh implemented the Cornerstone Learning Cloud, as well as Cornerstone’s Observation Checklist functionality, enabling the transfer of all 42,000 user accounts from three discrete systems to one integrated platform. This not only reduced administrative work for the learning services organization but allowed Ricoh to eliminate five full-time training positions—resulting in significant savings. “Cornerstone is light years ahead of what we were using before. It allows us to do things creatively with learning that would not have been possible prior to implementing the Learning Cloud,” said Andrews.
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Kim Andrews

Senior Manager, Leadership Development
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Robert Garrett

Director of training
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In 2008, TFA began the search for a learning management system that would allow the organization to reduce labor-intensive, in-person training, yet still deliver high quality learning opportunities. Cornerstone OnDemand as a software-as-a-service (SaaS) solution was a key factor in the selection process; SaaS would ensure development opportunities could be accessed anytime, anywhere. TFA applied to be a strategic partner with the Cornerstone OnDemand Foundation and received the software and services at no cost for two years.
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Kris Gamache

Managing Director, Learning Systems
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Transformed from a tenure-based to a performance-based compensation system. Before, employees automatically received pay increases every year, regardless of performance. With Cornerstone, the organization created a transparent remuneration system and tied performance and behavior competencies to the payment framework.
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Martha Gibbons

People and Culture Manager
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In 2009, UNHCR decided to implement a new learning management system. Criteria for the new platform included the capacity to manage all learning opportunities in one place, including offline workshops, online eLearning courses, live web classes, and blended programs. The platform also had to provide reporting capabilities, formal and social learning opportunities, and accessibility online, offline, and via mobile devices. “Cornerstone met these requirements, and the company had experience working with nonprofits,” said Gonsalves.
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Atish Gonsalves

Head of Learning Technology Unit
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Multiple systems made recruiting particularly inefficient. Time-to-fill was at a costly 70-plus days. HR had already integrated social tools to source candidates externally, but little talent visibility across the entire company made finding qualified internal candidates difficult. “We needed a better flow of internal applicants. We couldn’t see who was qualified, and we didn’t have a way for employees to refer others.”
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Rodney Williams

Director, Talent Acquisition
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Cornerstone also allows The VELUX Group to implement the system at their own pace, critical to the company’s ability to operate within the confines of their budget and existing resources. “Not every company can implement an entire talent management system at once. With Cornerstone, we can add each piece as we’re ready, country by country.”
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Morten Holm

HRIS Project Manager
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A technology leader from inception, YouGov gives clients the ability to access real-time, up-to-the-minute online data quickly and easily. Yet the company’s HR processes were still relegated to paper. “We’re a multi-site business with offices across the globe. With our Excel spreadsheets and Word documents, we couldn’t track objectives, identify star performers or see how the company’s talent performance fit into our organizational success. Every office had a different approach,” said Saqibah Sheikh, director of human resources, chartered MCIPD, EMEA, at YouGov. “We wanted to bring everyone under one performance management system.”
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Saqibah Sheikh

Director Of Human Resources
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Improved engagement and built community around learning. Connect enables ZF to build community and collaboration around education. “In development, it’s not just about the content you’re learning, it’s about building that network as well,” said Aeschliman. “Connect allows us to facilitate discussions after training and ensure people are continuing to engage. For us, that’s huge. Connect is making our training programs that much richer,” added Mills.
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James Mills

HR manager
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Cornerstone’s solutions have provided the basis for a highly effective learning and development platform,” concluded Iles. “It has not only enabled us to reduce costs, but has also improved the overall experience of our employees and increased the effectiveness of our business.

James Iles

Head of Employee Learning
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Yet for an organization with 9,500 employees, delivering and tracking professional development was challenging. Learning opportunities were advertised via flyers, with sessions conducted in person, proving especially difficult for night shift workers. On-the-job evaluations were tracked on paper, requiring manual data entry.

Katrina Greer

Registered Nurse
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When the company sought to replace its outdated, on-premise Learning Management System, Kelly’s global learning and HR teams realized that adopting a unified talent management solution could deliver a formal onboarding program to improve retention and time to productivity. They also knew it could integrate the performance review process, ensuring that talent data is aligned with training and development opportunities, as well as expand the succession planning process so the company would have the right people in critical roles.
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Nina Ramsey

Senior Vice President of Global Human Resources
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Patrizia Seifert

Talent and Resourcing Director
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By using the Succession module within the Performance Cloud, KIPP Houston now proactively plans for change by automating the gathering of data critical to developing succession scenarios. Prior to using Cornerstone’s talent management suite, administrators had to aggregate succession data manually, which left little time for analysis and planning. “Because the data is so easy to access, we now have time to have meaningful discussions about the data,” said Fimble. “Being able to have those discussions is priceless. We have two to three formal succession planning events a year, and they’re a breeze to produce.”

Chuck Fimble

Chief People Officer
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Tom Heetderks

Vice President of human resources
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Consolidated learning content vendors from twelve to three. RSA now has a curriculum with no gaps and that maps all learning to individual needs. Also, because Cornerstone manages all of the content, RSA only needs to liaise with one person for all curriculum, making management much easier.

Darren Bartlett

Uk Head Of Learning & Development
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Dana Violante

human resource generalist
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Engaged new hires before day one. Launching Cornerstone Onboarding gave Year Up the ability to streamline and automate the onboarding process, from distributing paperwork to pushing out training. “With Cornerstone Onboarding, we’re engaging new hires in training right away. That’s a big win for us. It allows us to bring our candidates to an employee state faster. It’s also reduced the number of tasks the hiring manager has to do to onboard an employee,” said Carey. “We use the email communication library to engage new hires. We can give them direction so that they are clear on what they have to do on their first day.”

Cheryl Carey

Director of Application Operations & Advancement
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Cameron Sparks

Director of Training
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In late 2009, GECU implemented a vendor review program that initially evaluated more than 15 talent management providers. This list was soon reduced to a handful of cloud-based, full-featured providers that could both reduce the manpower hours needed to provide and manage employee training and increase the ratio of online courses to instructor-led courses. Short-list criteria also included a system’s ability to streamline internal and external reporting and compliance processes.

Joshua Gomez

Training Director
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Using Cornerstone's Succession and Performance platforms, in conjunction with Cornerstone's integrated LMS, HML implemented what it refers to internally as a "Skills Matrix" for its operations staff of 2,150 people. The system enables HML to break out all roles, processes and jobs and get a clear view of operations' readiness across the board. Team leaders identify the capabilities and skill gaps of their direct reports, balance workloads wisely and assign training as needed.

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Jeffrey K. Graff

Vice President
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SCDOT created an RFP for a new LMS in 2012. The search was called off when none of the vendors were able to meet the agency’s scalability requirements for the system. “One of our biggest criteria for our new system was that we couldn’t outgrow it,” said Holman. “We had to have a system that would allow us to grow into it.”

Dennis Holman

Training Manager
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Khrysten G. Childers

Talent Development Leader
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Cornerstone Selection supports Xerox not only with its selection tools, but also further downstream in the employee lifecycle. Cornerstone Selection is continuously mining Xerox data as well as other publicly available data to uncover improvement opportunities in how employees are selected and managed throughout their tenure. Unlike other offerings, the true power of the solution lies in its ability to continually improve workforce performance and profitability of the existing workforce, rather than simply helping recruit replacements for departing workers.

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