Meet the Future,

Ready
A Guide for Talent Leaders
Meet the Future, Ready A Guide for Talent Leaders

2 The “never normal again” workplace

4 Let’s rebuild work

7 Start with holistic people experience design
10 Make learning foundational to growth
13 Turn skills into your new growth language
16 Connect skills development to a career path
19 Let AI do some of the heavy lifting

22 The Cornerstone difference

25 Learn more and connect with

our contributors

27 Sources

28 About Cornerstone

1
Meet the Future, Ready A Guide for Talent Leaders

The “never normal again” workplace

20-25x By 2025
“Unprecedented times.” And this next revolution is not
about technology for the sake of

85M
“The next world of work.”
technology. It’s about innovation
“The great reset.”
faster that helps us understand,
You’ve heard these phrases organizations’ response to connect with and improve our jobs will disappear
repeatedly. And it’s true: The COVID-related changes relationships with each other,
COVID-19 pandemic and other
world events have accelerated
us towards an environment 40x
in our work and in the world
around us.

In many ways, that’s a good thing.

97M
new jobs will be created2
of unrelenting business
transformation, permanently
faster Because the way we work hasn’t

pixelated work arrangements, the the shift to remote work took an been working for everyone.

need to embrace a more inclusive, average of 11 days, instead of the To create successful people and
expected 1 year1
purpose-driven culture and to teams in this new environment
make growth opportunities more we need to stop thinking about
It’s a lot of change and disruption
accessible and more personal technology as a savior and start
in a short amount of time. But
than ever before. thinking about how we can use
whether it’s been to make
Fundamentally, the patterns of technology to foster deeper
us better, faster, stronger or
how we live, work, collaborate, human connections, support
smarter, humanity keeps pushing
engage, and produce will never be greater autonomy, creativity,
boundaries; adapting and
the same. and growth for people, and of
innovating. We now stand at the
course to bring a shared sense
edge of a 5th industrial revolution
of collective purpose to both
— where humans and technology
work and life.
are more connected and
collaborative than ever before.

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Meet the Future, Ready A Guide for Talent Leaders

Purpose, not just pay

8x higher
Your people are demanding more
from your organization than fair
wages, improved benefits plans
and a flexible work schedule. how much executives say their
purpose is fulfilled by work
They’re seeking a career path versus employees
and an opportunity to actually
change their lives – to develop
new skills, new careers, and to
find acceptance, purpose
and belonging.
2x higher
the work/life outcomes for
This shift in expectation requires employees at any level who say
a significant change in corporate their purpose is fulfilled by their
work versus outcomes reported
behavior. As a major social
by unfulfilled peers3
structure, your people look to
work for purpose, not just a

1 in 3
paycheck.

And your organization is on

the hook to make the world a
better place. Customers will go employees
somewhere else if they don’t see would prefer to work for
companies taking on that kind of an organization that shows
responsibility. It puts an obligation responsibility toward
on your organization like all stakeholders4
never before.

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Meet the Future, Ready A Guide for Talent Leaders

Let’s rebuild To rebuild work in a way

that works for everyone,
work our organizations need
to think differently.

As we head back to work after It requires a new system of

the most intense period of work — a new environment that
change the modern world has embraces the unique needs and
ever experienced, we have an goals of every individual, unites
opportunity to re-build work in a us in a shared language of growth
way that works for everyone. and success, and creates more

No matter what changes around freedom and agility in the way

us, what remains constant is we work — no matter who we

that we give rise to our greatest are, where we work or how work

work when we can recognize and gets done.

embrace our unique individuality, So together, we can meet the

while creating a common future, ready.
definition of success and a shared
sense of purpose we can all
get behind.

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Meet the Future, Ready A Guide for Talent Leaders

Talent leaders hold the And yet, talent tech

golden thread fatigue is real

As talent leaders, you have Over the past decade, the world
the opportunity to empower a of HR tech has exploded. To solve
more connected, collaborative pressing talent needs, a majority
and future ready workforce. of HR and HR IT leaders expect
Connecting people with growth to increase their spending on HR
opportunities, and business goals technology, with many planning to
with purpose, to help everyone buy from multiple vendors.5
achieve extraordinary Yes, the number of tools available
outcomes — together. to talent leaders is seemingly
Like no other business leader, endless — there is literally a tool
you hold the golden thread for every problem you could ever
to reimagining the workplace imagine. Yet organizations are still
for today, and for whatever struggling — to get scale in their
comes next. employee value propositions, to
align their people to growth and

Only 37%
transformation, and to adapt
effectively to a permanently
pixelated way of working.
of talent leaders state their
HR tech solutions are delivering The sheer volume of fragmented
benefits to a “great extent, options is making HR tech
and 82% report HR tech decisions and implementations
adoption challenges5 extremely complex
and challenging.

5
Meet the Future, Ready A Guide for Talent Leaders

Can disconnected tools We asked the talent

deliver a connected community how, and
experience? they answered

While C-level executives express rapid and continuous access That’s where this guide comes in.
confidence in their technology to growth and development We believe the collective wisdom
The cost of a
investments, managers using opportunities, aligned priorities and experience of talent leaders
disconnected people
the technology report limited and a cohesive experience. Not to like you speaks volumes about
experience
efficacy especially when it mention ensuring every piece of what can be achieved when you
comes to improving the people technology works with the dozens unite people growth with
experience and attracting and of business applications already
$125B to $190B business success.
the estimated healthcare costs
retaining talent. 5
in place. So, we asked them — our
of job-related burnout
Competing HR systems and tools For your organization and your customers from around the
are creating more silos and more people to meet the future ready $5K world — to share their practical
complexity and can be exhausting — with agility, resilience, shared average cost of approaches and important
not just for talent leaders and purpose and alignment — you employee turnover considerations to creating a
managers, but for your people, need to deliver a connected future ready workforce. Their
who need to switch back and experience that creates value for $4,129 insights include examples of some
forth between systems and people, and an environment that’s average cost of hiring a of the successes they’ve realized
new employee on their own journeys to creating
applications, depending on what designed for collective growth
they’re trying to do, or accomplish and success. more people-centric
on any given day.
It’s time to think differently.
$450B to $550B talent programs.

Especially when you have to

per year We also asked some of the boldest
ensure that your people have average cost of employee global thinkers in the industry to
disengagement6
weigh in. And weigh in they did;
providing practical guidance and
sharp insights on how to create
a system of work that works
for everyone.

Let’s get started.

6
Meet the Future, Ready A Guide for Talent Leaders

Start with holistic people experience design

Employees crave a work To provide this holistic people

experience that’s uniquely experience requires technology
personal, and where growth that can create individualized and
and development is rapid and self-driven experiences at scale.
continuous. And yet historically, It must be self-learning, based
work design has centered on the individual preferences and
on efficiency. goals, and it must show people

The end result is rigid structures what they need, right when

and workflows that don’t meet they need it.

employees’ needs or flex with

fast-changing conditions.
Rebuilding work in a way that
works for everyone requires a
68%
of employees in high-performing
more human and holistic approach organizations say their employer
to people experience design. understands their unique skills
Where every individual has the and interests compared to 26% in
low-performing organizations4
chance to define their own path
to growth and has an opportunity
to solve problems, build skills, and
grow on their own. Where the best
Only
interactions — personal, digital or
a combination — create a sense
of purpose and belonging, and
1 in 6
support a productive, energized diverse
and diverse workforce.
employees
feels more supported now than
they did before the pandemic
despite increased flexibility and
emphasis on DEI&B7
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Meet the Future, Ready A Guide for Talent Leaders

From the experts:

Experience was never singular; it Novartis is on a mission to To connect innovation to purpose Organizations need to create a
was always personal and inter- reimagine medicine. One of the — we as talent leaders need to personalized self-driven learning
personal. But now, as the place of key elements of that strategy is to design an employee experience and growth experience for their
work becomes diffuse, even the unleash the power of our people. where inclusivity flourishes. A people. It is critically important for
experience of my experiences New innovative learning helps us sense of belonging starts with individuals to navigate their own
has become diffuse too. to build a culture which is curious, an environment that allows learning and development. When
Organizations need to find other inspired, unbossed and self-aware. every individual to progress an individual is the master of their
strategies to engage and connect Novartis’ new innovative learning and find purpose, through own destiny, there is a greater
employees into what they are program “Curiosity Chapter” aims pathways to develop themselves level of commitment to their
doing, how they are doing it, to unleash the power of its people in a way that’s personalized and learning and development efforts
and why. Building a shared view and fuel personal growth. It’s customized to their skills and the and the milestones achieved are
of success as well as shared important to have a great learner skills required of the business. more meaningful.”
experiences of work in a diffuse, experience because this is the way Supporting accomplishments
dislocated hybrid world are now to promote curiosity.” and valuing achievements
critical. Inherently, digital has a means integrating well-being
huge role to play in solving these into the design of work to build
problems, but it is also part of the a sustainable future where
problem too — as are our historic employees can feel and perform
people processes which focus at their best.”
on organization or individual. The
role of teams, and of teaming
in our work needs to be more
accentuated, and this needs to
also be better reflected in the
processes of work too.”

David Wilson, Nina Bressler Murphy, Kim Cassady, Michael Rochelle,

Fosway Group Novartis Learning Institute Cornerstone Brandon Hall Group

8
Meet the Future, Ready A Guide for Talent Leaders

Key takeaway:
From the experts: Design the experience
for people

Electrolux took a proactive To build a sense of community and

approach to optimize its belonging, we instituted “Connect
Bring learning, coaching and
learning program and training at 4”, a recurring meeting for all
platform, which is now all digital associates to take some time and development opportunities into
and continually adapts to give connect with each other on a the daily flow of work
learners and the business what personal level, and we created an
it needs. With E-Lucid, sellers internal remote community site
and partners can easily train on to encourage associates to post
products through a variety of comments and even pictures of
e-learning content that can be how they and their families are Focus on making work
accessed through any media managing through the pandemic. meaningful, instilling a sense of
device. In addition to an intuitive We’ve also assembled a task force
trust and fairness, and ensuring
digital interface, E-Lucid offers focused on “Reimagining the
each employee’s work is valued by
personalized learning with NASCO Workplace” using a design
suggestions for various content thinking approach to determine the team
— e-learning, short explanatory how we can work together
videos, questionnaires, and other differently and more effectively
playlists — all available at the click when we decide to reopen the
of a button.” NASCO offices.”
Integrate well-being and inclusion
into the design of work

Use technology to deliver a clear

talent strategy, not shape it
Cecilie Tystad, Barbara Bell-Dees,
Electrolux NASCO

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Meet the Future, Ready A Guide for Talent Leaders

Make learning foundational to growth

Learning is business essential. workflows become more fluid as Future readyworkforces

It is the essential factor. And employees are able to enjoy more

19% higher
employees recognize this too. freedom, creativity, and flexibility.
According to PwC, 77% of adults
For example, assigning projects
would learn new skills now or
revenue growth
or tasks based on interest,
completely retrain to improve
availability, and expertise rather
their future employability.8 Given than competitors
than a standard “role.”
the acceleration of technological
Where new learning opportunities
change and the increasingly

15% higher
are rapid and continuous,
pressing need to retrain and
advancement opportunities
redeploy talent for the new world
are transparent, and new work
of work, we must ensure that
development and opportunity
transitions are seamless. net margin
go together. Instead of building learning and compared to their industry average9
development (L&D) strategies
By reorienting the business
on old goals (compliance/
around skills, your HR team can
completions) you need to build
better understand, develop, and
them on skills and competencies.
provision talent to dynamically
This approach creates a common
meet the needs of the
language of success for everyone.
organization. Roles, interests, and

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Meet the Future, Ready A Guide for Talent Leaders

From the experts:

We have created some The biggest transformation taking We are providing our employees People are self-directing their
certification schemes as a result place in business is the change with more opportunities than learning journeys to support
of the pandemic for trainers and from a ‘job-centric’ to ‘work- ever to upskill and reskill on a themselves through change, to
recruiters and had thousands centric’ architecture — essentially world that is constantly changing upskill and reskill, and to advance
of trainers go through this a shift from jobs to work. This shift around them. We are not only their careers. Now more than ever,
‘bolt-on’ to upskill themselves, requires companies to identify, providing access to various employees want an opportunity
because delivering training value, reward, and develop skills tools but also encouraging our to learn. This is our chance to
virtually is a little bit different. and capabilities far above those employees to discover what help them thrive and grow. Offer
We found Cornerstone’s learning likely required for specific, defined truly interests them and see how compelling and varied learning
solution really good in terms of job roles. To make this transition, we can fit that into their role. opportunities so your people can
personalization and gamification companies need AI-powered, Now more than ever, we must continue adapting and preparing
— people like getting badges and skills-based systems that help adapt our work environment to for what comes next. Rather
seeing what they’ve achieved with recruiting, internal mobility, fit employees’ needs and wants than over-architecting another
over the years. If we look back to development, mentoring, job instead of the other way around. learning program, create short-
2019, people were accessing our assignments, and eventually We must commit to engaging our form content that can be adjusted
e-learning platform mostly for rewards, recognition, and pay. employees at a level that adds after deployment. The goal here
compliance reasons. Whereas Organizations that do this well value to their well-being inside is speed. Identify a viable product,
now in 2020, it’s 44% compliance, can outperform their competitors and outside of the workplace. deploy it and build in feedback
and much more content is simply through their intelligence We have to realize that we are not loops as well as review cycles to
developed locally because and agility.” simply providing a job anymore improve it on the fly.”
everyone is fully integrated but a lifestyle. Employees will
(92% of content in 2020 versus spend the majority of their life at
10% in 2019).” work, and we must understand
that fact.”

Ben Kirby, Josh Bersin, Nevada Haun, Summer Salomonsen,

Teleperformance The Josh Bersin Company Volker Stevin Canada Cornerstone

11
Meet the Future, Ready A Guide for Talent Leaders

Key takeaway:
Ensure the learning
experience drives growth

Offer career growth and mobility

to attract the best people and
make them want to stay

Create a culture of experimentation

Give people the time to

pursue learning

Encourage self-directed learning

and “soft-skill” development

Provide ongoing coaching

and development

Surface learning content in

moments of need

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Meet the Future, Ready A Guide for Talent Leaders

Turn skills into your new

growth language
Today, one in three skills from Fundamentally, work is learning.
an average 2017 job posting in And future-fit organizations know
IT, finance, or sales is already this. Because learning is the
obsolete. The pressure to
10
foundation of high performance
retrain and redeploy talent for in a transformation-filled world.
the new world of work is on,
and organizations are reinventing
themselves to remain By 2025
competitive and to improve
social responsibility.

Across industries, new skills are

44%
of the skills that employees
driving innovation — and it’s
reskilling people making this will need to perform their roles
transformation possible. You effectively will change.2
need to help people connect
what they’re learning to the
benefits of career growth and
new opportunities to advance
their careers and transform
the business.

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Meet the Future, Ready A Guide for Talent Leaders

From the experts:

The first rule of good learning One of the big challenges we We’ve introduced a new set of Learning content is the fuel for
is that no one knows they are faced was how do we bring in a values for the organization and the high-performance engine
learning. Personalized and self- skills ontology…I think here’s where have pinned all our learning and in every individual that wants to
driven learning experiences some of the AI based tools…have development opportunities to succeed. These individuals require
should be effortless for the really changed the world for us in these values. We use the Skills high-octane learning content
end-users, and content should that we can now start to, at the ‘container’ in Cornerstone for which can unleash every ounce
be engaging enough that the click of a button, identify what these values so that we can use of horsepower from their engine.
learner moves from one lesson to might be the next career move for them in performance reviews, Learning content must be a
another without realizing they are airside handler or a supervisor in competency assessments unique blend, carefully crafted to
being moved along a path that a warehouse, and what skills do and learning. We’ve built meet the very specific needs of
meets both their needs and the they have, that might actually be “recommended routes” for the individual.
organization’s needs. Everyone transferable to other parts of critical positions so that team
has a limited amount of time the business.” members know what is needed to
these days, and where we spend be successful in those roles.”
that extra bit of effort comes
down to our own personal goals
and engagement.”

Stacy Harris, Meredith Taghi, Jeanne Bonzon, Michael Rochelle,

Sapient Insights Deutsche Post DHL BJC HealthCare Brandon Hall Group

14
Meet the Future, Ready A Guide for Talent Leaders

Key takeaway:
Tap into people potential

Invest in comprehensive skills Help employees pivot faster

data – to understand the skills – by identifying the skills your
your organization has now and people want and need to succeed
needs in the future to adapt to
accelerated change

Enable managers – provide them Create unique learning paths

with deep skills profiles to better – to align career ambitions
understand and coach their teams and to expand development
to take on stretch assignments to opportunities
grow into new roles

Build development into the flow

of work – with relevant content
recommendations in time of need
to make it more engaging

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Meet the Future, Ready A Guide for Talent Leaders

Connect skills development to a career path

It’s no shocker: The best way A talent marketplace is a highly By making skills data and
to help people achieve their full effective way to build a culture of qualifications information readily
potential at work is to provide internal growth because it opens available for different roles and
career growth opportunities. up internal opportunities, making career paths, surfacing learning

Often though, the challenge is visible what might be the next gig, content and development

more than a lack of access to project or career move. opportunities that will help

learning content or development them get there, employees can

opportunities. It’s a lack of For example, a talent marketplace proactively pursue a growth plan

visibility into the pathways can help your people: that accelerates career mobility.

for advancement inside your Promote their skills Done right, it can deliver a broad
organization and the content and aspirations range of business benefits too —
and connections that can improving organizational agility,
Explore recommended projects
help your people reach their enhancing workforce productivity,
and assignments
career potential. and fostering increased
Skills-match with roles
Of course, one critical way to transparency, diversity, equity,
Find and engage with mentors and inclusion.
address this gap is to facilitate
and learning content
more regular development
conversations between managers
and employees. But creating
a talent marketplace can
Employees at companies with
also play an important role in internal mobility stay almost
2x longer
making career paths visible 12
and achievable.

16
Meet the Future, Ready A Guide for Talent Leaders

From the experts:

Internal mobility will become Using Cornerstone, we can both Every company is moving into Your existing workforce is the
an enterprise “must-have” as easily push out required training adjacent markets, digitizing lifeblood of your organization and
the market for talent tightens to workers in shifting roles and products and services, and trying can be one of the best sources
and some skills become more curate content to help guide to get closer to customers. This of talent to fill open roles. At
difficult to find. Offering a talent self-directed learning. In times means more and more focus on the same time, your employees
marketplace is a win for both of change, and the remote work learning, continuous sharing of want to try new things, learn
the company and the workforce. of the last year certainly has new information (learning in the new skills and get a chance to
The company benefits from presented that, our platform flow of work), and the ability to work with different leaders.
being able to identify and move allows the flexibility to support find SMEs inside the company With an AI-powered talent
talent to where it’s needed new learning preferences and as fast as possible. Companies marketplace you can match
most. Workers benefit from the empowers our staff to achieve that do this well (through a people to opportunities at scale
opportunity to grow their careers their own development goals.” combination of technology, HR and use predictive analytics
without needing to change processes, and culture) are to deliver more personalized
employers. If you don’t offer the the companies that will grow, learning opportunities and career
chance for upward mobility, top- outperform, and out-innovate pathways. However, building a
performing employees will leave their peers.” culture of internal growth can’t
you anyway.” be achieved by technology alone
– you must engage recruiters,
talent leaders, people managers
and employees as key champions.
Work is a journey. Show your
people that their path to growth is
within your organization.”

Lisa Rowan, Brad Beacom, Josh Bersin, Vincent Belliveau,

IDC MUFG Union Bank N.A. The Josh Bersin Company Cornerstone

17
Meet the Future, Ready A Guide for Talent Leaders

Key takeaway:
Help people find their next
gig, project, career

Look at roles and capabilities as

ways of driving outcomes, rather
than being job focused

Align skills development to

projects, gigs and assignments

Connect people to learning

content, assignments and
networks to accelerate
career growth

Tap into hidden talent by surfacing

skill adjacency

Create visibility into possible

short- and long-term
career moves

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Meet the Future, Ready A Guide for Talent Leaders

Let AI do some of the heavy lifting

Artificial intelligence (AI) is And yet, AI has the potential to It’s about using innovative
recognized as a game-changing increase HR scalability, recognize technology to help your people
factor for HR — offering the patterns in people’s behavior and be better at their jobs and grow
potential to increase HR scalability, offer personalized support where in their careers. And in turn, help
recognize patterns in people’s and when needed. Developing your organization uncover
behavior and offer personalized AI capable of addressing these better insights about the
support where and when needed. concerns and meaningfully business, make predictions, and

For example, AI can be used in cracking HR’s data complexity effectively respond to dynamic

recruiting to filter candidate requires an employee-centric market changes.

applications and automate approach.

What is needed is data-rich,
interview scheduling, or offer While most HR software vendors ethical AI that does the heavy
employees personalized learning on the market have enriched their lifting, tapping into skills, content
recommendations to support process-oriented solutions with and people data to augment
career growth. AI they’ve failed to deliver on the manual processes and create

But turning this AI potential into fuller promise. The value of AI better experiences for people.

reality doesn’t come without in the workplace isn’t just about

challenges, such as ensuring taking over mundane tasks and

ethical and unbiased use, uncovering statistical trends.

addressing data privacy and

security concerns, and accurately
interpreting complex HR data to
Today, only 17% of organizations
generate valuable people insights. use AI-based solutions in their
Given these challenges, it’s no
surprise that adoption of AI in
HR function, and only another
people growth functions is slow. 30% plan to do so by 2022 12

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Meet the Future, Ready A Guide for Talent Leaders

From the experts:

Now more than ever, employees Today’s leading organizations are Cornerstone has empowered our Our talent technology needs to
need to be adaptable, and AI looking at how to overlay machine people to take charge of their be flexible for our business. With
can help people more effectively learning and AI across the entire development and progression. our distributed operating and HR
upskill and reskill, and much talent experience, creating a We chose a solution that puts model, our talent tools need to
more. A true AI for HR solution cohesive and comprehensive skills front and center, using support our strategies to attract,
is applicable to a variety of approach to personalization for the full power of AI to improve acquire, develop and enable
flexible and changing situations, each individual employee. Our and personalize the people talent for the Charter of today
leverages data from across research on AI and personalization experience. Today, more than and tomorrow. The workforce
the organization and is able to shows this clear fact: if you as an 20,000 employees have a clear of the future will have different
provide predictive and intelligent employee are not average, you vision of short- and long-term needs from today. We believe
decisions and recommendations. are not seen or heard with legacy opportunities within SNCF and Cornerstone solutions will support
Whether using AI to help hire systems and methods. AI has the the skills they need to acquire our evolving requirements.”
the best job candidates or ability to change that, creating a in order to move ahead on their
relying on it to recommend more tailored and personalized chosen career path. As our
the best learning content and employee experience for every people grow and adapt, so does
personalized development plans person you employ.” our organization.”
or the optimal career path, AI
has the potential to help our
people grow and thrive through
change. As organizations
increasingly implement AI across
their businesses, they must keep
this goal in mind: leverage AI to
improve the experience for their
people in real, practical ways.”

Mark Goldin, Ben Eubanks, Marc Lagriffoul, Seth Feit,

Cornerstone Lighthouse Research & SNCF Voyages Charter Communications
Advisory

20
Meet the Future, Ready A Guide for Talent Leaders

Key takeaway:
Harness the power of
AI to humanize work

Tap into skill adjacency – analyze a

job applicant’s resume and capture
their skills even when they aren’t
explicitly mentioned to quickly
identify and hire best-fit talent

Surface potential career

trajectories – surface learning and
project recommendations that
empower employees to use their
newly acquired skills to propel their
careers forward.

Analyze how people engage

with existing learning content
– understand what topics they
choose, how often they view
it and how well they retain
information to identify personal
learning preferences and
provide methods to optimize
the learning experience.

21
Meet the Future, Ready A Guide for Talent Leaders

The future way is clear

To be ready for the future and to a more human approach to
the way work needs to get work — from disjointed tools
done, our organizations must and systems to an environment
deliver a connected experience designed for collective growth
that creates value for our and success.
people. Doing this successfully
requires a fundamental shift

22
The Cornerstone
difference

For over 20 years, Cornerstone To help our customers create an An environment where:
has been obsessed with helping inspired, aligned and successful
people realize their potential and workforce, and improve
achieve extraordinary things. But organizational agility, resilience Everyone in the organization shares a
common language of success across
like most of you, we also knew the and scale, we knew it required
the business
“never normal again” world we live more than just another disjointed
in was going to require a new way piece of technology in the HR
of thinking about how and where Tech toolkit.
Every individual can create a growth
and why we work.
And that’s why we’re delivering path that’s as unique as they are
We knew this was our opportunity a complete talent environment
to reimagine the environment - to purpose-built for the modern
make work a place that works workforce — one that enables Everyone is empowered to work with
for everyone. talent leaders to unite people and more autonomy, freedom, creativity,
business success and meet the and agility
future, ready.

23
Meet the Future, Ready A Guide for Talent Leaders

unity M
pport ar
O ke
& t A fully connected approach
t

pl
len
to growing people, teams and
Skills Internal

ac
Ta

organizations. An environment

e
Transormation Mobility
where people can develop, explore
and grow their skills and careers
their way, and talent leaders can
help their organizations more

AI
effectively respond, adapt and

ce
innovate – no matter what the

t E x p e rie n
En d

future holds.
-to - E n d

te n
Sk

on

s
il l

Pl
C

at f &
g
orm Le a r ni n

Aligned
Growth

24
Meet the Future, Ready A Guide for Talent Leaders

Introducing Cornerstone Xplor,

a connected learning and growth
experience for your people

Cornerstone Xplor is a personalized

development and growth
experience that inspires people and
accelerates transformation.

It’s designed to dynamically

understand your users, connect
them to personalized opportunities
for growth and help them develop
the skills that will get them here
to there.

1 2 3 4 5

Relevant, personalized Connected SKILLS for TALENT MARKETPLACE One destination SELF-LEARNING AI
LEARNING EXPERIENCE everyone & everything connects people with for CURATED AND every click improves
growth opportunities PERSONALIZED CONTENT the experience

25
It’s time to meet
your future ready
workforce
Help your organization and your people to meet
the future ready — by reuniting your people, your
business and your tech and empowering everyone
to adapt, grow and succeed — together.

Ready to learn more?

connect with us

©Cornerstone 2021
Meet the Future, Ready A Guide for Talent Leaders

Learn more and connect with our contributors

Brad Beacom Nina Bressler Murphy Stacy Harris Lisa Rowan

Vice President, Senior Global Head of Chief Research Officer, Research Vice President,
Systems Consultant, Enterprise Capability, Sapient Insights HR, Talent, & Learning,
MUFG Union Bank N.A. Novartis Learning IDC
Institute

Barbara Bell-Dees Kim Cassady Nevada Haun Summer Salomonsen

Vice President, Chief Talent Officer, Learning & Development Vice President,
Human Resources & Cornerstone Coordinator, Content Product ,
People Services, Volker Stevin Canada Cornerstone
NASCO

Vincent Belliveau Ben Eubanks Ben Kirby Meredith Taghi

Chief International Chief Research Officer, Global SVP Learning Vice President of Group
Officer, Lighthouse Research and Development, Learning Talent
Cornerstone & Advisory Teleperformance & Platforms,
Deutsche Post DHL

Josh Bersin Seth Feit Marc Lagriffoul Cecilie Tystad

Global Industry Analyst & Group Vice Director Talent Training Director
Chief Executive Officer, President, Talent, Management & Senior Sales & Service,
The Josh Bersin Company Charter Communication Managers, Electrolux
SNCF Voyages

Jeanne Bonzon Mark Goldin Michael Rochelle David Wilson

Director, Learning Chief Technology Chief Strategy Officer & Chief Executive Officer,
& Development, Officer, Principal HCM Analyst, Fosway Group
BJC HealthCare Cornerstone Brandon Hall Group

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Meet the Future, Ready A Guide for Talent Leaders

Sources

1. McKinsey & Company. 5. PwC. 9. MIT.

How Covid-19 has pushed HR Technology Survey. Equipping and empowering the
companies over the technology 2020 future-ready workforce.
tipping point – and transformed December 7, 2020
6. TalentCulture.
business forever.
TCO: The hidden cost of HR 10. Gartner.
October 5, 2020
technology. Gartner HR research finds 58% of
2. World Economic Forum. June 21, 2021 the workforce will need new skill
The Future of Jobs Report 2020. sets to do their jobs successfully.
7. McKinsey & Company.
October 20, 2020 February 4, 2021
Diverse employees are struggling
3. McInsey & Company. the most during Covid-19 – here’s 11. LinkedIn Learning.
Help your employees find purpose – how companies can respond. 2021 Workplace Learning Report.
or watch them leave. November 17, 2020 2021
April 5, 2021
8. PwC. 12. Gartner.
4. Mercer. Hopes and fears 2021: The views of AI shows value and gains traction
Win with empathy. 2021 Global 32,500 workers. in HR.
Talent Trends Study. 2021 March 13, 2020 
2020-2021

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About Cornerstone
Cornerstone powers the future ready workforce, with HR software
and solutions designed to unite people, teams, technology and
business, and inspire a work environment of growth, agility and
success for all. With an AI-powered and skills-forward system
designed for the contemporary workforce, we help organizations
modernize the learning and development experience, deliver the
most relevant content from anywhere, accelerate talent and career
mobility, and establish skills as the universal language of growth
and success across the business. Cornerstone serves over 6,000
customers and 75M users and is available in 180 countries and 50
languages. For more information, visit csod.com.