The age of talent experience

September 4, 2019 Vincent Belliveau

Since the term was coined in 1997, the concept of talent management has played a central role in the HR strategies of companies of all sizes. The ability for businesses to attract, retain and develop high-quality staff is becoming increasingly vital for success as up-start competitors continue to disrupt traditional industries by leveraging innovative technologies and skilled employees.

Yet, talent management has significantly evolved over the last 20 years. The advances of technology in the business and consumer world are causing staff to have high expectations of the employee experience, leading to the establishment of a new discipline called talent experience that focuses on an employee-centric view, rather than a company-centric model.

We have a strong belief that companies today need to embrace the benefits of both talent management and talent experience to be successful. Firms should join together their goals and objectives with employee aspirations if they want to be in a position where they can thrive and overcome the challenges of an ever-changing world.

There are many platforms that provide HR teams the tools they need to plan for the future and align talent objectives with business objectives. But organisations sometimes focus too much on either talent management or talent experience, when actually both together is what’s needed. Together, organisations attract, upskill and retain their people, whilst employees feel motivated, engaged and envisage a future with their organisation.

The expectation of fast, anywhere and anytime learning is now the norm and future generations will seek the skills to evaluate and act on information, rather than just recall large amounts of knowledge.

By utilising the latest innovations in AI and personalisation technologies, Cornerstone provides staff access to tailored learning and development content that is relevant to their interests. Employees gain from using internal career portals to map out their career path in their organisation, at the same time as benefiting the business thanks to the creation of a high performing and motivated workforce.

Cornerstone is helping organisations manage the entire lifecycle of their talent at a strategic level, as well as provide personalised, relevant and useful learning access so employees can take ownership of their growth and career paths as organisations evolve.

It’s clear that effectively managing talent, ensuring employees are motivated and bringing as much value to the company as possible is no small task. But at the same time, overwhelming staff with irrelevant or unnecessary learning experiences can do more harm than good, illustrating the importance of deploying a sophisticated talent experience strategy.

Conversely, deploying cumbersome and unfriendly learning and talent management processes causes harm too. This points to the need for companies to think holistically about both talent management and talent experience.

At a time when many organisations are undergoing often dramatic levels of change and disruption due to the impact of technology, companies need to ensure that employees remain confident in their ability to utilise new technologies and create meaningful business value.

The suite of solutions offered by Cornerstone enables employees to access on-demand learning and make use of self-service tools that allows them to thrive no matter what challenges they encounter in work.

Comprehensive, centralised tools help prepare workforces for this next era in the world of work and helps staff to answer questions like: What do I need to learn right now to be successful in my role? What potential careers can I have in the business and what skills do I need in order to succeed?

Employees need, more than ever, to develop their skills and understand how to learn in the most effective way. Cornerstone pushes the development of its technology, leading learning and development innovation that is transforming lives in the workplace.

Originally featured in The Times' Learning & Development supplement 2019 and

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