Name: Innovation Exchange Session 2: From Skills to Career Growth: Talent Management in a Skills-First Organization
Uploaded: 2026-09-17T17:00:11.222Z
Duration: 1 h 26 min 2 s
Description: Innovation Exchange Session 2: From Skills to Career Growth: Talent Management in a Skills-First Organization

Transcript for "Innovation Exchange Session 2: From Skills to Career Growth: Talent Management in a Skills-First Organization": Hello, everyone, and welcome. Thanks for joining us. We'll get started very shortly. As you're joining us, we'd love to know a little bit where you're from, what your role is, and feel free to put that in the chat. Let's get to know each other before we get started. I love Cleveland. We got Delaware. Folks are starting to get in, get settled. Hope you've taken advantage of that, coffee gift card to get a little caffeine in your system. Anaheim, Colorado. We've got Portland. Oh, Rebecca, just aside Chicago. Me too. Welcome. Good morning, everyone. Puerto Rico. We have a real spread across, The US is which is absolutely awesome. This is great as you're getting settled. Let's kinda get started. We have a lot to to cover today. Welcome, everyone. My name is Joe Olszewski, and I'm excited to be your host for the second session in our virtual innovation forum series. Whether you join us in our first session or attending the innovation forum for the first time, we're extremely glad to have you, and we're excited for you to get something out of this, connect with other customers, and, take away some learnings to you and your organization. Today's ninety minute virtual session is designed to deliver practical insights, fresh perspectives, and actionable ideas that you can apply with at your organization. So today's session is from skills to career growth, talent management in a skills first organization. This will begin shortly. And as we get started, I wanna get a I wanna cover a few housekeeping items. First of all, attendees are are in listen only mode for today's session. That said, we want this to be interactive. We'll be utilizing the chat that you've I that I see everybody is kinda getting into already. So please engage with fellow in tech attendees. If you have a question or a thought or something stirring you, throw it in the chat. We at Cornerstone will also be looking and monitoring, answering those questions and engaging alongside you. If you have any if you have any questions for our speakers, there's also a q and a window, and we'll reserve time at the end to address as many questions as we can live. If you experience any side lag or technical issues, we recommend disconnecting from your VPN if possible and refreshing your browser using f five. If you continue to experience difficulties, please let us know in the chat. We'd be happy to help you help assist and figure that out with you. We also have a special offer for those of you who have joined who joined the full session. We'll be giving away complimentary HR tech conference passes, and winners will be notified by email following the event. And finally, a recording of today's session will be shared with all registrants within the next couple of business days. I'm joined today by a great group of cornerstone speakers along with our special guest, Jennifer Clouser from Penn State University. We're grateful to have this group with us to share their perspectives and experiences on how organizations move from skills intelligence to more meaningfuls career and talent career growth and talent decisions. We also recognize this is a pretty hard things for organizations to do. People are in different phases of their journey around skilling. So we hope that you're gonna be able to get some concrete ideas, some light bulb moments where you can bring back to your organization and get that conversation rolling. Let's talk a little bit about what we have planned today. Karisa will begin with a keynote on a topic that is especially relevant for our organizations from skills to what's next. Then Jennifer will join Cornerstone Sarah Schor for our fireside chat focused on bringing a skills first approach to life and what Penn State University been doing on that front. Following the conversation, James will lead a brief live demonstration showing how Cornerstone can help support outcomes and strategies discussed about throughout today's session, seeing the platform in action. And we'll then turn to your live questions followed by a few brief Cornerstone updates, before we close. Again, utilize that chat. We're here to interact and engage with you. And before I hand it over to Karisa, we'd like to hear from you with a quick audience poll. Where is your organization today on its skills journey? Are you still figuring it out and what skills you have? Do you have the skills data but maybe not using it consistently? Are you are skills influencing development and career growth? And or are skills embedded in talent and workforce decisions in a way that you feel really good about? And, again, we understand there's a spectrum of where everybody is here, but we just wanna get a pulse check on where folks are. And with nine votes in, we're seeing a lot of p a lot of a lot of people are participants saying that, like, we're figuring out what we have. It's a key part. Right? Like, how do you know what how do you know what, what's available within your workforce and who's doing what and what's their level of proficiency. And it seems like that's really, really capitalizing. And we see a couple of folks even who have skills that are influencing development and career growth, which is great. Again, we understand that this is this is something that we that HR leaders are con constantly talking about. And, we hope that throughout this session, you're able to get those insights to begin at least saying, oh, here are a few things I can do differently, or here are a few thoughts that I wanna bring back to my organization. Thank you for participating. It looks like, we've we've gotten most votes in with great participation. With that, I'm gonna turn it over to Karisa, who's gonna explore how organizations can turn skills intelligence into meaningful career growth and better talent decisions. Karisa, take it away. Thank you, Joe. And I see some great range in those polls. I see some people are still trying to figure it out. Some people are just in the beginning of their skills journey. And I think no matter where you are, the next question is, what do I do next? So we're going to dig into that today. My name is Karisa Primini, and I am on the thought leadership and advisory services team here at Cornerstone. And I spend a lot of my time talking with organizations about skills. And usually at some point in those conversations, we end up talking about the same things, profiles, taxonomies, data, AI, and they're all really important. But somewhere along the way, I think we've made the skills conversation a lot more complicated than it needs to be. Because ultimately none of us are walking around trying to become really good at having skills data. We're trying to make better decisions about our people. We want to help people grow. We want to build pipelines for the roles that we're going to need later. And ideally we want employees to be able to see a future for themselves inside the organization. So I want to spend less time talking about skills themselves and more time about what they can actually unlock. Skills data only matters when it changes what happens next for someone. Does it help us recognize someone we might've overlooked or connect them to a role that they didn't know was available to them? Does it help a manager see potential beyond someone's current job title? Or does it change the development opportunity that they receive? Because if we know more about our people, but nothing actually changes for them, we've created visibility without action. And I think this is where it can be very easy to confuse progress with impact. We can make progress building a really great taxonomy or getting our people in the system to complete their profiles. We can absolutely increase the amount of skills data that we have. That gives us a great foundation, but it's still just a foundation. The impact comes later. When someone is considered for an opportunity because we can see something in them that we couldn't see before. When development becomes more targeted because we understand the gap we're trying to close. Or when we're able to look internally before automatically assuming we need to hire externally. That's the difference assuming we need to hire externally. That's the difference between having skills intelligence and actually putting it into practice. And I think that's an important distinction. Because it's really possible to get very good at the first part and never quite make it to the second. And one of the first places we can put that intelligence to work is simply by changing who we're able to see. For a long time, we've built a picture of talent using the information that's been available to us. Tenure, previous experience, performance, manager recommendations, job titles. And there's nothing wrong with any of those things, but they don't tell us the whole picture. And a job title is especially interesting because it tells you what someone was hired to do, but it doesn't tell you everything that they can do. There could be someone sitting in finance who has incredible analytical and storytelling skills that translate into a completely different part of the organization. And someone may have quietly become your team's go to person for AI, even though the words artificial intelligence appear nowhere in their job description. And there are people building capabilities every day through learning and projects and experiences that never show up in the traditional ways that we've looked at talent. And that creates a visibility gap. We don't necessarily have a talent shortage every time we can't find someone. Sometimes we just have a talent visibility problem. I I want you to think about someone who's a strong individual contributor. Maybe they've never managed people, so nothing in their job title or work history immediately tells us that they're a future leader. But they're the person new employees naturally go to for help. They've led projects across teams. They're good at navigating difficult conversations. And maybe they're already mentoring someone informally. None of that changes their title. But it absolutely changes what we know about what they can do. And that's the different skills visibility can give us. The talent didn't suddenly appear because we just started looking at skills. It was already there. We just had a better way to see it. And you can't develop, mobilize or attain talent that you can't see. And once we can see more, we can start thinking differently about readiness. Traditionally, we've been really good at looking for ready now talent. We want someone who's done the job before, have the experience, they check all our boxes, and we know that they can step in. And we still need those people, but there's an entire group of talent sitting just outside that definition. People who may already have most of what a role requires and just need a little development around the rest. That's what ready next is. According to the World Economic Forum, almost 40% of key skills are expected to change by 2030. So that means organizations need to think beyond current readiness and start thinking about future readiness. And I think this is where the skills conversation becomes really human. Now take that same employee I mentioned previously. If a manager role opens up tomorrow and we need someone who can step in immediately, maybe they're not that person and that's okay. They're just not ready now. But now we can see that they already have some foundation. Maybe they're strong in communication or coaching or problem solving. But what they haven't had yet is the opportunity to manage performance or lead through a tough employee situation. But now we have something we can actually work with. So instead of saying to them, you're not ready, or you need more leadership experience, we can get more specific about what they need to build. And let me be clear, we haven't lowered the bar for readiness. We've just made that path to readiness clearer for them. And that's when the skills intelligence starts becoming career intelligence. We also have to look at this a little deeper from the employee perspective. Because most employees don't wake up in the morning thinking, I really hope my organization has an excellent skills taxonomy. It's not what they're thinking about. They're thinking about their own future. They want to know that they're growing and that there's somewhere for them to go. And the work they're putting into developing themselves might actually lead to something. And that's where learning can become really powerful. Instead of giving someone a list of courses, we can give them some context. Here's where you are. Here's somewhere you could go. And here's what might help you get there. And that could be a mentor or learning, but it could be a project that helps them demonstrate a skill that they haven't had the opportunity to use in their current role. A gig, exposure to another team. And eventually maybe it's a completely different role within the organization. Learning connected to opportunity feels very different from learning connected to completions. Because now I understand why I'm developing. I can see what's on the other side of it. At the same time, the organization is learning something too. Think about succession planning. It can very easily become a list of names. Here are the roles we have. Here are the successors. This person's ready right now. And this person is ready in one to three years. But skills gives us the ability to go a little bit deeper than that. Because now we can understand what actually makes someone ready. We can look at what a critical role requires, compare that against the talent we already have, and understand where the gaps exist. And then that one to three year designation can mean something. Maybe someone has eight of 10 capabilities that we need, and that's great. But now we know what we're developing over the next few years. And if we zoom out, we can see at the same time that capability gap exists across several successors. We've learned something even more valuable. That it's not just one person's development need anymore. There's an organizational readiness gap. Succession becomes much more effective and useful when we stop treating it as a list and we start treating it as an actual development strategy. So now I think we can start to see how all of these pieces can connect. We see more of the talent we have. We grow what we need. We connect people to opportunities where those capabilities can be used. People can move within the org. And the organization can plan with a much clearer understanding of the talent that it has available. And every time someone learns something new or takes on a gig or moves into another role, we've learned something about our workforce. So, this is way bigger than skills. This is workforce agility. An organization that understands its people well enough to respond when it needs change. And employees that can see enough of the organization to understand where they might fit within that change. As we bring all of this together, there are five things that I think are worth keeping in mind. First, visibility comes before mobility. Before we can create better opportunities for people, we have to be able to see more than their current job or work history. Next, look beyond ready now. The ready now talent that we have will always matter. But there's a large group of people that we can intentionally prepare for their next step. Third, potential needs a path. Identifying potential is only part of it. People need to understand what they need to build and have a way to build it. Next, development should lead somewhere. Learning becomes much more meaningful when people can connect what they're building to a project, a role, experience, or some kind of growth. And finally, skills gaps are workforce signals. When the same gaps start showing up across people, teams, or roles, that's telling us something about where the organization needs to build. The goal isn't to know everything about the skills within our workforce. The goal is to make that information useful. Useful enough to see talent you may have previously overlooked, make our development more intentional and connect people to future opportunities for their careers. So don't stop at knowing what skills you have. Think about what you can do differently because you know. Thanks so much for having me today. I appreciate you spending the time. And now we'll have Sarah Schor for our fireside chat. Thank you so much, Karisa, and welcome to the stage, Jennifer. How are you doing today? I'm doing okay. Thank you, Sarah, and thank you for having me, join this morning. I'm so excited to have you with us. And thank you to everyone in our audience today. We have a fireside chat treat for you this afternoon with Jennifer from Penn State University. My name is Sarah Schor. I'm gonna be hosting the fireside chat, so I'll be with you for the next, call it, twenty minutes or so. By all means, please, we love the interaction as Joe mentioned at the top. So put your questions, put your comments, put your thoughts into the chat, and we will be commenting back with you live during the session. But, let's go ahead and kick things off. For starters, Jennifer, could you tell us a little bit about yourself, how long you've been with Penn, what your role is? And just for fun, I'd love if you, as well as our audience members, could let us know what your favorite activity outside of work is and destination for vacation. Yeah. Sure. I have been at Penn State since 2010. I moved here from, the state of Michigan. I also also grew up in Kentucky. So I've lived in, several states and actually a little bit in Canada. But I, started Penn State, and I joined a team that, we have evolved. And our mission has basically stayed the same, but we've evolved a little bit, in our name and and who is guiding us. And we've been very lucky to get new leadership at Penn State, new leadership, within human resources. And and so I'm I'm excited to see how far we've come since 2010. And I really enjoy spending time with my family. I have, four children, and they are scattered amongst the states. I have one in South Dakota and two in currently in the Illinois Chicago area. And, and so I enjoy traveling, and my destination right now is Scotland and Ireland. I spent some time a few years ago in, in Germany and in Switzerland and absolutely loved it. And so I'd like to go visit the other side of my heritage in Scotland and in Ireland. So I'm really looking forward to to visiting those locations in the future. I love that you're going to the storybook places with the castles and, of course, pubs for those who may wanna partake. Yes. Very well. Thank you, Jennifer. And I I it looks like some people are putting their comments in the chat as well. So I'm loving this. We'll we'll all get to know each other together. Flipping over to more of the fireside chat side of things, I wanna talk about the evolution to a skills first model. So you've told us a little bit about your time at Penn State University. How has Penn's approach to talent management and career development evolved during the time that you've been there, and what ultimately led to the institution of prioritizing more of a skills first approach? Yeah. So when I joined in 2010, we, hence, date had a very, defined approach to career development for our faculty members and our unionized employees. But for our staff employees, there was not a path. There was not a direction. There wasn't even a lot of advice. So what you know, when one of my first questions, when I started at Penn State University is, so what's next and how do I get there? And the question the answer was a little vague and not very helpful. And we had a lot of folks that the way they move throughout the organization was just to bid out of their current role so that they could move into a new role. That's not really a great approach to career development or employee engagement, because you're not really doing what you really want to do. You're just trying to move throughout the organization to maybe get a little bit more pay. We made the decision, to implement Cornerstone, to really tie together some of the things that, we were wanting to do at at Penn State University, and that was to bring all of our training into one location for all of our employees. And that was a way for folks to interact with a system that hosted trainings that were in person, online, that were in one location because we had a lot of disparate, I'm gonna use the word LMS very loosely here, systems that hosted folks going and signing up for training. But we really wanted to to move to a more unified approach. Now we did start out as a more of a compliance organization, so folks were in, Cornerstone doing their compliance training. And we have worked for many, many years to move beyond that. And, the ability to see skills and to you show how skills are going to impact folks, using Cornerstone was like a light bulb. I mean, I'd heard the word skills for several years prior. We're trying to figure out how you know, what is this new thought around? How we employ employee development, career conversations, how does that impact our employees? But it really was, an an an opportunity for us, when Cornerstone opened up the skills profile, and we were part of a beta group and really got to be on that front front end of how we wanted to see skills and how we wanted to use the system to move our employees, into a more holistic way of thinking about their careers, but also helping our managers making those decisions around what are the skills that folks have and where are those gaps. I love that because if people are going to be creating skills, identifying skills, developing skills outside of work as well, and you don't necessarily. have visibility to that. So to your earlier point of someone may say, well, I'm in this role, but I wanna move to that role. Do you wanna move there because of the title, or do you wanna move there because that's where you can apply those skills? So I love the way you're thinking about it, and it's not lost on me that you have a unique perspective given you are part of a higher ed organization that focuses on learning. So it's a it's a unique lens and one that I very much appreciate how you all are looking at this. Looking at skills into career growth, and this probably is a good dovetail from your response to the first question. If skills data only matters when it changes, what happens next for the employee? So how is Penn State University using or planning to use skills to help employees discover career paths and connect with that meaningful development, internal opportunities, or even new experiences? Yeah. And and I'm really glad that we've had this opportunity to to, implement using Cornerstone. We made the decision early on to open up the platform. It wasn't a a coordinated communication to our employees that we had opened the platform with skills. We had done very, very little with the library. We've done we've done very little with trainings. We just wanted a soft launch. We did pilot with, some folks in human resources. Our team was, part of that pilot pilot. And we really wanted employees getting in there, doing their skills profile, and then having those conversations with their managers around what are those skills that they have, where do they see themselves going, and and finding those gaps for for the managers because that's really the way to help managers make some decisions. Is it gonna be an internal, move where I've got an employee that has a little baseline, level of proficiency and an interest to move forward? Or is this something that is brand new to the organization, organization usually unit department that we need to recruit outside? And it was we got some feedback. While we were going through this this pilot, Cornerstone was going through a pilot of sorts. So they were transforming how the the the functionality within the skills profile worked. They rolled out the people matrix. So some of the things that we couldn't do when we started the pilot, all of a sudden, were available. So we pulled back. We made some decisions to, look at the skills profile, look at the library, and make some decisions on what was really important for us at Penn State University. And we hired an external vendor to come in. We worked with our subject matter experts to make some decisions on what were those critical skills. And excuse me. We, implemented as part of that new profile page those critical skills for each one of the roles. It's helped employees with making some decisions on what are this those critical skills, what do they need for their current role, what skills do they have. I know, previously, when in my previous life, I worked for a company, and I was the quality manager. There are some things that are part of who I am that still apply at Penn State University in my current role and maybe even in my future roles. I we wanted folks to capture that information as more of a holistic look, but making sure that they narrowed it down to skills that were important for Penn State University and for their role. I am a private pilot. I'm not using my private pilot skills at Penn State University. I'm not gonna go work for Penn State University University Park Airport and and work at one of the, airlines, but I have those skills. Did I put those on my skills profile? No. I did not. But those skills that I did retain from my previous roles as a quality manager, absolutely, I put those on there. So we wanted folks to gather that information, one, to help drive those conversations. Excuse me. I am struggling. I know. I'm so sorry. We're gonna give Jennifer some grace here. She is helping us out even under the weather. Yeah. So I'm gonna I'm actually gonna, have a little bit of a garbled voice because I am gonna pop in my top drop. No worries. So we made those decisions to help facilitate those career conversations and help folks look at where do they want to go in the future? What are those critical skills of the next role? What are those critical skills of, potentially a role that is not in your job string? So I'm in talent management as a talent management specialist. I have a real strong desire, and I'm not gonna this is not real, to be a financial adviser. What are those skills that are critical for that role, and what do I have, and where are those gaps? Then having that conversation with my managers to say, okay. Well, how am I gonna attain these skills? We want folks to have transparency. We want our managers to support that next role because we want folks to be engaged. If folks are not engaged, they're gonna find a way to to get that engagement, and it may be that they're moving out of the organization, which we don't really want to do. We don't wanna lose. that great talent. We wanna retain them. And if you have engaged employees, you're gonna be much easier to retain them, especially if they're engaged and they want they're given that opportunity to grow. So we wanted to, start those conversations. And then going into the future, looking at ways that we can internally recruit. So we did a large transformation of human resources years ago, and we're finally getting to a point where our talent acquisition teams have a little bit more bandwidth and have access to that information within Cornerstone. They can run those reports and see, we have a project, we have a gig work, we have this opportunity, maybe it's an internal, posting where they can look across the organization, look at those critical skills, look at who has those critical skills, and then maybe reach out and say, hey. You might be interested. I I'm so refreshed by the I'm saying hearts going up. I saw Joe Olszewski put a comment in the in the chat here. The way that you're looking at this is such a fresh, modern approach. If you think about an employee that provides their CV or their resume when they're applying for a role, if that is registered in that moment, but time goes on, perhaps they want to pivot into a different department or a different role, and they have those skills from the past. They have them from when they were, you know, got their pilot's license or whatever the case may be. So being able to look over the organization, and I think you said this early on, do we hire or do we have the skills in house? And we've I've seen. the the the dilemma before where someone wants to move into a role and, you know, the managers have to talk. We don't wanna lose this great talent. I don't wanna lose them from my team, but I also don't wanna lose them from our organization. So if this is where they're gonna. be successful and happy, it's such an incredible retention motion, to help employees wanna stay with the organization. And and I think Karisa was talking about that in her keynote about you can't expand on hidden talent and hidden skills or the hidden workforce. So being able to amplify this is amazing. Very, very modern progressive. It's really exciting how you're doing this. We're gonna talk a little bit now around bringing that strategy to life. So when it comes to a skills first strategy, it requires coordination across more than just the HR team. So which stakeholders or partners have been most important to move this work forward at Penn State University, and what has helped create alignment around the strategy? Yeah. So, definitely supportive leadership. We've got, a great leader in human resources, but we've also got great advocates, within our human resources strategic partners, which are embedded in all of our units. And we've had a lot of interest in having us come in, us meaning talent management, come in and facilitate conversations, just go through what does it, mean to be a, career conversation skills based organization? And we've used those opportunities to be part of or have a seat at the table in two fairly large initiatives, that have occurred in the past couple of years. One was with our finance and business, group, which transformed how they do business at Penn State University. We are currently, and they are on the tail end of their transformation, but we are on the front end currently of another large change is for our IT folks. So they're doing a reorganization. They're looking at how they are supporting Penn State University. They're looking at the ways in which they are interacting with their customers, And it's a really good opportunity for us to be part of those two initiatives where we're introducing those the skills and how they're influencing where folks are being placed on Teams. And then if there are any gaps, making decisions on how are we going to fill those gaps. What training opportunities, what learning are we gonna, you know, send folks to training? Are we gonna provide them with online training? Or is this a gap that we just truly need to fill with recruitment? So we've helped our finance and business folks. Like I said, we are now into the into the stage of let's train. Let's get people, on skilled up. On the IT side, they're still making decisions on what roles folks are gonna be, filling, what are those new roles that maybe folks are gonna be needing to roll into, and where are those gaps? And we've used the Cornerstone, platform to just make those decisions, identify those critical skills, identify those gaps, running those reports, pulling all that information out so we can see where do folks even if there's not a, a gap in I don't have the skill, but maybe there's a gap in I don't have the skill at this level, and then making those decisions as a whole, so as an organization of IT, or just having that conversation with a manager and employee to say, okay. You know, you've got this skill, but let's talk about leveling it up because we really need to be at this place. And so how are we gonna attain that that, skill proficiency increase? And also making those decisions about the future roles, so there's gonna be continued decisions making. And so looking at who on their teams have these skills that maybe potentially are gonna fill those roles that we haven't even defined yet, giving that visibility to our IT leadership, to the HR folks that are supporting them, And then having, all of our employees engaged along with their managers has been really critical for the success of these transformations. So I really look, to those two transformations as being the biggest initiatives that have had a lot of impact, thinking through the process of looking at skills, not just looking at resumes. So we're not just looking at what are those, you know, what are the the, your resume and the previous roles that you've had and and the education that you have. It's funny because being at Penn State University as a higher education institution, I know for myself, I was given an opportunity when I started at Penn State University. People gave me a chance. They looked at my transferable skills. They looked at the ways that maybe I could use some things that I had in the past to then apply them to the current role. I know when I also sat on another committee where we had an individual that the background if you strictly looked at background and you looked at our posting, they didn't match, but we took a chance. We looked at what are those potentials? How can we, bring her along? And now she's been here for ten years. Wow. So I think that's a win. And I've been at Penn State University for fifteen, so I That, I know, it's a win win. it's a testament to you and leaning in to knowing and having the confidence in what your skills are, and it's a testament to Penn State University in saying we've we're looking at the skills. We're not necessarily looking at just what's on paper. So. this is and and I do wanna just point out for our audience members and anyone at home who's watching the recording, this is not something that gets carried on one person's shoulders. We've been talking about skills for years now, and there was a point in time, skills were becoming the hot buzzword, and people were saying, but I don't know what to do with them. Even if I identify them, what do I do with them? Well, we have ways. We have technology. We and we have the ability now to look at how we can apply those skills and spread them across the organization and put people where they're gonna be the best fit. And then it you know, the win win. You're you're getting the person is happy. The team is accelerating. You know, you're hitting your team goals, so everyone's winning all the way around. Mhmm. Cross functional alignment. I love it. Mhmm. The last one here I have for you is around lessons learned and advice you have for, those who might be starting their journey or somewhere in the middle here. So as Penn State University continues to progress here, what's one lesson you've learned so far, and what's one piece of advice that you would offer a talent leader who is just getting started on a skills first approach? Yeah. Well, the one is a very tactical pilot and stage. We did not do that. We piloted in our production environment, and we are right for, it. oops. Don't put test data in your production environment because it doesn't go away. It's part of your history. Be we, wanted to see too brave. yeah. We wanted to see what what would it look like if I was, you know, I started at at level one, and now I'm level four. What does that look like when level one was not even close? So test and pilot. That's one, one piece of advice. Test with a an organization that you determine would be give you really good feedback, critical. I wanna you know, we as part of the IT team, we we, you know, learned we did some we did learn a couple of things around, giving people access to add to our our lead our, library. We had to pull that back because they were, again, trying to break the system, and they were putting things in that were, like, not really their skills. So I would hold back on letting folks, add to your library just as a, you know, as an open thing. But really coming up with your skills ontology, at the outset, it's gonna help make the the library cleaner. It's gonna help folks make decisions, in a better way because they know that these skills apply to Penn State University. These skills apply to your organization. And then making those decisions around what are those critical skills for roles. It's important for, folks when they get into the system that they understand what are what are those critical skills. And we had to work across the organization. It wasn't, you know, us in talent management or just our IT folks that made those decisions. That's not my I'm I'm not the subject matter expert in all of the roles at Penn State University, and what are those critical skills that are needed for those roles? So it was really important that we engage those cross functional teams. They worked with managers. They worked with subject matter experts to make those decisions, but then also creating a process so that you can continually make this a living and breathing document. Critical skills today are not gonna be critical skills tomorrow. We. have a new, provost from the outset, and we all know this word, AI, has been a very big push for our organization. And getting that foundational knowledge for all of our employees and our students, is one of his initiatives. And so we are gonna continually evolve what those critical skills look like, and we're gonna evolve our library based on what are those skills that are needed in the future. So make sure that you have those processes in place so that you know how you're going to make those, changes to the system to better support your employees and help them make those decisions on where they wanna go, what are those skills that they need, and how are they gonna get there? Because the system's really smart. On the back end, if you go out to learning cert learning search, you're gonna see that you can filter down to the skills that you want to develop and where you those opportunities lie within your LMS. Now, obviously, we know LMS is not the only way to develop yourself. So there's gonna be activities that you're doing outside of the LMS, but it's a really good opportunity for you, to have all of that in place as a foundation, so that folks know where to go and and they have those laid out in a really nice clean way. It's gonna increase your engagement with the system, with the tools, and then build some of that internal training so that you you embed these things into all of the courses or all of the things that you're doing, when you're engaging with employees. So some a lot of our leadership and management courses that we're doing within talent management, they talk about skills. We are talking about skills all the time and how that leadership can engage their employees and help them to develop and help their teams to be successful. So it sounds like once you establish what you're going to be doing, what your program vision strategy is with skills, leave room to keep this open ended. It will continuously evolve. And it and. as you're mentioning, it's going to come from the organization, the cross functional teams, the employee. So it's a work in progress over time. Mhmm. For sure. has been so informative, so helpful. Every time I listen to customers speak about what they're doing, I'm just I'm blown away, and it always gives me new information, a new fire in my belly. So thank you so much. And I I will just shameless plug that Cornerstone can. help. If you don't know what your skills ontology is, we can help you put that together. So thank you, Jennifer. I hope you feel better soon. Thank you to everyone who. is participating in the chat as we went along, and I am going to hand things over now to James Sheehan from our team. Perfect. Well, thank you, everyone. That was really, really informative. And, I've had the pleasure of working with Jennifer and her colleagues, across the team at Penn State University as a, solution consultant in our cornerstone public sector and education team. And so back on really, continue on with, Sarah Schor point. You know, as we go through the rest of this demonstration today, I focused it really on where you folks are. So going into the learn and, you know, the, really the larger aspects of the elevate and learn plus platform, but also being able to dive into a foundation. And I think that's where we're gonna start today. So really on that same theme of how can we start building the foundation. And that in itself, there's a few different ways we can go about doing that. So if, see, I think I yep. Screen's here. I had to move my other screen for a moment. Let me get over into the system. You'll see that we have a onboarding process for getting that initial skills library or ontology built. And there's a few different avenues that you can take with that, including our newest, skills architect, which really helps bring in different skill sources, use labor market intelligence data, and be able to kind of work bidirectionally. However, once again, the key is with this, and I'm glad that Jennifer spent some time talking about this, is to break it down into some chunks. You know, really, if you're gonna do a pilot program, work within your stage environment, understand how you're getting your skills and then configuring that individual experience. Now what's been really exciting throughout, really, the last few updates that we've had, we've been looking at, you know, where we've stood as as an organization, especially relevant to the folks that are on our Elevate or our Performance products as well, that, you know, skills exist throughout. You know, and and even hearing Jennifer just talk about, you know, the, process where they have a lot of content that is already, you know, really talking about various skills, understanding that. You know, when I saw this latest update and the notes coming in the in the July release, I was really excited to hear that we're starting to take areas like our competencies and being able to migrate those over and build actually those into the, the real primary and the critical skills that can be associated to roles as well. So folks that have a legacy competency bank, you know, if you've been a long term customer of Cornerstone, maybe you've been using our performance product or competencies. You know, I can think of a lot of customers that, you know, spent a lot of time digging into those kind of real role based competencies themselves. They now have the ability to be added into this overall mix and being applied in different areas. And I find that to really help bring together some of these areas, and you'll see that as a real major theme with what we're gonna be talking about and what we're gonna be doing in the future. So let's continue on here and go into how we talk about critical skills and defining those per role. So part of the, capabilities in Cornerstone, it you have the ability as well to define mapping to your roles and then critical skills. What's neat about that too is it isn't just a it isn't just a one to one based approach. You can leverage the organizational unit structure to apply a certain set of, critical skills, competency models, etcetera to different organizational units because as we know, workforce is dynamic. It is not all contained into specific areas. And I love this suggestion capability, the ability to set these targets. Now add competencies. Cool part is this is coming to the, people matrix as well. So hearing Jennifer talk about the use of people matrix, we're gonna talk about that really from a few different perspectives because we've really taken a lot of actions and steps to ensure that visibility is there for making those key decisions, really taking the holistic view when we're talking about skills. Remember as well, we have the capability to be able to tag skills then to content. And that can be done through auto tagging, you know, kind of the initial process when you've built your ontology. But as well, with new features that we've implemented, the ability when you're even, say, uploading a course from a, instructional design tool, you have the ability to enable that, course to grab information that you have vectorization and content scraping capabilities that help not only build out the course properly and, you know, really getting a good understanding of the information within it, but then you have the ability in here too to define various capabilities that are assigned to this. So creator and AI detected skills. So right here, we've taken those, you know, capabilities to really access and analyze your content to put them into this overall skills strategy. And that in itself, I think, is going to really help move this process forward and leverage your investment from a content perspective. And that, you know, really can be applied across the board from how we go about development. And another piece that I've been really excited to talk about and show our customers as well is what we've done with development plans. This is another area where we've incorporated skills directly into the development process. And, you know, maybe that's done development plans are created by a manager. Individuals can create their own plans. But that process, you know, in the past was something that they'd have to be able to search through the entire learning catalog. The templating process was really, kinda static. Now we have AI creation, capabilities to build these development plans and scrape the content for individual learning options or items, individual, action items, but also the critical skills associated to those for the roles or whatever you're putting in there as well. So I can have these skills added. Key part about this, which is really cool, as we continue to, you know, go through our development journey is that when this plan gets created or assigned to individuals, it gets assigned directly to their skill profile in the skills I'm developing area. So if you notice a theme, skills sit at the center of all of this. They may be areas that are brand new. They may be areas that are fundamentally things that folks in your organizations have been working on since even before their purchase of Cornerstone. If you brought over content, etcetera. And this is really the thread that brings everything together. And if we move over now into the end user or the manager experience, we'll see that a little bit more in action. So I'm gonna move here to our, end user side of the house. You'll see that, you know, even within the home screen itself, I have the capability to be recommended content. This is going to be recommended content to me myself based off my role, my critical skills, where I land in those skills assessments, etcetera. Additionally, that global search is really exciting. If you haven't checked out how search works within, single architecture, it is really, really special because, you know, gone are the days where I have to pull up that learning catalog, type in that, you know, individual piece I was looking for, filter on the left. I can as I'm typing, I can have these content skills surface, the content around it, individuals that are skilled within those areas, etcetera. So I find that to help bring that right to the fold in a few different ways. Additionally, you have the capability as well to be able to create pathways, channels, communities, various capabilities around skill initiatives. And, you know, really being able to have a skills first method to that, I think, is a key characteristic of a skills first organization. And, you know, really, if I were to move over to my skill profile, which I'm gonna go into right now, you'll see that based off my role, based off those critical skills and other pieces, not only do I have the ability to see that, you know, for my individual self assessment purposes, but I also have that capability to see that for my team itself. So in this skills profile, if you haven't checked it out recently, I recommend going in and taking a look. You know? That, really, we're looking at this from the perspective of our critical skills where we stand. But once again, those developing skills. Remember I was talking about that development plan? If these came in, they would live here. On top of that, if that don't plan gets assigned, they're gonna be receiving a notification. So it's top of mind. And there's various strategies we can assist you with around skill enablement for the organization. When folks are onboarding, they can define where they sit, where they think they declare themselves or have a manager set that up for them or really essentially be able to do a skills assessment in that process. Notice as well that I can go into these various pieces and set my proficiency levels against my developing skills, look at my individual critical skills and where I align to those, and be able to, you know, see that trended out over time. Really neat capabilities all built directly into, the profile, the, skills profile. Now at large, we have various capabilities to assist, you know, with that. Skills matrices, that's something that Jennifer was talking about, you know, earlier and how they rolled those out to really get a bird's eye view, understand where skills are, where skills gaps exist for various employees. We've incorporated that now even into areas like our manager dashboard. So if I go back over into, you know, this area, we're gonna see that I can see a set of critical developing and declared skills in where my folks align towards them as a manager. I can sort it by my manager rating. I have the ability to filter this to folks, at a certain skill or skill level to be able to take clear identified actions with them. And we have a lot of ways to do that. So if we have say, we are on the elevate or elevate plus product, we have check ins. These check ins can be built around this skill development. Remember, we can surface those skills, provide pipe, proficiency, feedback, etcetera, on them while also being able to see and identify the resources associated to them. And I think that's a really exciting, you know, piece of how we can manage this from, say, this perspective as a manager. But once again, if we were to go back over into our administration capabilities, the skill matrix does more than that. I can select a group or, you know, a segment of our organization, be able to then decide how I wanna build out this. This is like I always say, you know, oh, do they do we have good people always say to me, do you have, you know, good reports on skills baked into the system? Absolutely. We do. But I always refer people to say, check out the matrix first. Because the people matrix is really within the within the product, and you have the ability now to share these too downstream. It's more dynamic as opposed to we're gonna take a look in the backwards, you know, the rear view mirror when we're looking and developing this. So I can set up set of skills, base this off a capability model, so I have a good set of, you know, kind of objectives. Or, you know, I'm looking to identify a specific area or look for where I have skill gaps. So, essentially, we look at the skills or a model. Notice as well these suggestions are always surfacing. Then I wanna maybe look at some trainings. So remember, we have that capability to add those trainings. What this is gonna do is allow me to find trainings that are associated to those skills. Next is the training models. I love training models. They are really one one of my favorite areas because over time, I've been at Cornerstone seven years. I've seen the evolution of Cornerstone itself. I've seen some of the great things that our customers on Saba, SumTotal, etcetera have done over the years. And when they select and they built training models, they said, you know, these these platforms, they great some of them did good job with, you know, qualifications. Some of them did really well blending courses. And let's reframe how we do certifications into this training model approach. That training model approach, guess what? It is skills based. Therefore, you have the capability to add those training models directly to your people matrix to get a holistic view once again. And it's interesting. As I was thinking about how I was gonna be talking about things today and showing the various components of this demonstration, I thought of, a demo I was on recently where I was talking to an organization that, you know, was interested in how they can use the content that they've purchased from Cornerstone and be able to really leverage that. And I know that they've purchased some of our technology content, which have prebuilt certification pathways within them. So getting certified in, say, specific cybersecurity, AI model, etcetera. And, of course, they have certain staff members that need to have those certifications. So they've built training models or thinking about building training models around that to get that kind of bird's eye view, understanding, and incorporating that into various pieces like the training model. So that's a compliance piece for them to ensure that that's there. Now I said, that's compliance for sure, but you can also use those as a development opportunity. So imagine I'm someone who's in maybe a customer service role. Maybe I'm in an adjacent role. Maybe I have interests, though, in moving in, and we'll talk about that with our talent marketplace. But moving into a role supporting the, cybersecurity initiatives of the organization or AI, machine learning, etcetera, that same course that you use to ensure that your IT staff is certified and maybe built a training model around can also be part of that development pathway. And the added benefit that that employee gets is remember, I said that course, you know, coming from Cornerstone Content, is a third party certification that they now can add to their resume. You know, I I can't think of a better example of how to leverage your content than being able to simultaneously use that same course for existing staff compliance, but also new staff employee development in areas that you might find have lower scores or, once again, these can be used in a great manner because I can look at, you know, things like predictive proficiency, manager ratings, average ratings itself. I can use this to find my highly skilled staff members that I'm looking to maybe put into a special product team. Once again, if we're having those conversations around, do we need to hire folks or build folks into that, we can see that, you know, folks may have, you know, different ratings across the board, etcetera, you know, within that process. So one other way that I find is really exciting, you know, with our customers, and I talked about, you know, the elevate side of the house. You know, really, I find that this check ins feature, the entire time I've been at Cornerstone, every single year, I see great advancements in check ins, and I also see more use utilization of them. And I utilize them internally and, you know, my team, and I'm a big fan of that because I can surface out those development plans. We're adding skills now to goals in the future too. But even in areas like that performance review, let's go over and take a look at recently one of our new enhancements here, the performance assistant. So I'm in a performance review for one of my employees as a manager. I can run this on the right to show a skill summary. So right off the bat, now I know where targets are met, observations. And then I have the ability to identify areas for current review or maybe even work with the performance assistant to help develop a plan to get them, you know, above target, meeting their quality or meeting their targets, etcetera, throughout that process. So you're seeing how we're embedding skills really throughout those, you know, the different areas of the organization. And that, you know, really has some key rate components that, you know, we can leverage and build for not only now, but to be a future ready organization. And that we saw the example, you know, with the capabilities in the, you know, in the people matrix. But keep in mind, once again, this reporting is available. So I can run reports across the board. I can have these reports, like, say, a skills gap report go out to different folks on various teams or different leadership, folks and be able to get that, you know, real good bird's eye view of how we want to take this organization and, you know, really be able to identify pathways for the folks in the future. And that leads us to our talent marketplace. Now talent marketplace is really exciting. I think plays really well into what we've been talking about throughout, today's call. And this is where we have been able to really, leverage a lot of this functionality. You'll see, even if you look at our release notes and our road map, which I have a couple of notes for to keep keep mind of, talent marketplace is starting to be surfaced in various areas. Back when I was in the development plan, I was I'm now able to link an aspirational role for talent marketplace to the development plan. And you're gonna see more of that play into succession coming in the next couple updates, which is really exciting. That career expiration right here, you know, if you've seen talent marketplace in the past, you probably thought, you know, there's a lot of build that, you know, goes into this. As we are progressing with this product, more of it's getting automated. More of these capabilities are coming in as we see the, confidence of skills is improving. We have the capability to link these two areas like on the job training that I'm, you know, signing off that I've completed this or those, once again, those areas like training models, what you know, ensuring that we're taking into account, you know, the confidence here. So I could even, you know, select this, you know, specific role that I may be interested in. I can see, you know, my action plan. I can mark it as an aspirational role, and I can see a pathway for me to upskill and sharpen my skills into this next area here. So at some point, I wanna move into this senior office admin assistant type role. I can see, you know, my skills. I can grow my skills there and, skills I'd like to develop and then be able to, you know, sharpen my skills to move over here. Or, you know, I have the ability to jump in and be surfaced any additional, any additional aspirational roles and choose an action plan on top of that to help me get there. You know, really, you'll see we've simplified this process. So building out, you know, phase one with these courses right here, but also mentors. If there's projects that we've built alongside of here, these are all embedded into that piece. And that I find to be really, really exciting. Now for the future, I'd be remiss to say because this is really exciting. So if you folks wanna go and take a look at our July road map, obviously, I always have to show and talk about our safe harbor. You know? Just keep in mind that this is what we are talking about in delivering here, and it might change. And, honestly, part of the reason this does change is due to feedback from folks like yourselves. But I would be remiss to say that, we have a really exciting update coming out, that is going to really link our succession planning to this piece as well as to skills as a whole. So that might be an opportunity for you folks to kind of think, hey. We looked at succession planning in the past. It wasn't really, you know, skills based, and, you know, we wanna ensure that it's now part of our overall talent skills first strategy. And, you know, I think back to what Jennifer was mentioning and, you know, I it really resonated with me when she was talking about, you know, moving away from, you know, looking at degrees and the qualifications there. Really, you know, even from an internal talent perspective, you know, looking at the person's resume, Understanding holistically the picture of an employee and their skills around that, I think, is the future. It really, really is. And, you know, that's where we're headed in future initiatives as well and future enhancements and various other areas. Role readiness academies, they're, you know, coming up in the, you know, in the road map as well. They're gonna start a big update with those within the, you know, the the November release. But these are entirely based around skills incorporating AI capabilities, content, role play scenarios, etcetera. And what I like about this, say, versus the training model itself, is I can really target in the proficiency level details, develop a pathway for me to get there, and then have those within a group recommendation. And that is just a really cool piece. We're making some you know, we're gonna be adding into the skills into this, learning new learning transcript or my learning page, which is, you know, I think goes beyond just compliance and is being to now move into skills and various areas. Adaptive learning is our next space that we're gonna be moving into pretty heavily with that. As I said, it's gonna start, you know, rolling out in phases, closed beta, you know, the, early adopters, etcetera, you know, in the next couple updates as laid out within our road map here. So, you know, I think this is one of those areas that, you know, you might wanna play around when it gets released within your, nonproduction environments. And you don't understand how we can help, you know, take those areas we might have identified as skills gaps and build these kind of either self initiated journeys or and, you know, push down, role readiness academies to really, you know, move in to how we work and we look at content and be able to ensure that all of our content is supporting our overall skills strategy. So without further ado, we can, move in now to our, q and a, space. Thanks, James. That was, it was really cool to see all the interesting ways how skills can play into the HR ecosystem, which, from development plans to content. And we have some heads we had some questions come in the chat. And let me let me go ahead and ask you a few. The first one, I think this was related to the content piece. Does this scraping we talked about scraping content, for for skilling. Does that only apply if using Cornerstone content? So, no, it doesn't. That actually applies where you for your content library at whole. And there's a couple ways, you know, if you've turned on the vectorization, the ability for them to kind of scrape at a deeper level. But even if you haven't done that, when you do your, initial build for content so if I were to go back over to our onboarding cape you know, the onboarding capabilities, you have this content skills tagging. And, you know, that is gonna be really exciting because it we we take the same approach as we take with content as a whole. And I always say you get an empty library when you purchase Cornerstone. You can fill the library with your own books. You can purchase books from elsewhere, and we have some really great books from us and our partners as well. Awesome. Thank you. That's super helpful. Another question that came in, was regarding the performance assistant and folks. asking if is it an add on from a contracting perspective? I assume, question mark. But is it if if someone already has elevate, is that included? What's what's what's the deal there? So that that is with our elevate plus, area. However, talk to your account manager. They'll be able to definitely or your CSM, wherever your main contact is, they'll definitely be able to get you some more additional information on the enablement of that tool. Goal assistant, there's some amazing assistive capabilities. We just saw the manager versions of or of that or of that, specific one, but it's coming as well for the end user too. And it's really exciting to see human and loop AI work within the skill strategy. Absolutely. Thank you so much. So, again, I think if if if you do if you are looking at some of these features, this is a great, great place to reach out to your account manager, CSM, or us if you have any questions about what this might look like, when it comes to what you have and, what you might want. Finally, the another question that came through, can Tailwind Marketplace be used with an HRIS integration, for example, Workday? So abs absolutely. Really, it depends how you want to integrate with those HRIS, organizations. We have everything from kind of like, hey. We wanna map over cleanly, some skills, or maybe you wanna utilize another, you know, great addition to Cornerstone's product portfolio, the skills architect. That is a bigger commitment, but what that can do is not only take that information from your systems of record, it can also look at other, you know, other environments that you may want to bring in such as, you know, know, what's going on in Cornerstone itself and the skills there, labor market intelligence, etcetera. And this can help feed and grow your underlying pipeline. So I would say the answer is yes. And I go back and say, how would you want to do that? Once again, going back to, you know, I think what Jennifer was was talking about, try to make it bite sized. Maybe look at, you know, a department first, understand their needs. You know, obviously, nonproduction is gonna be your friend, in that, but also, your resources at Cornerstone. You know, I I I think of our wonderful customer success team. I think of our wonderful account managers and, you know, the various things that are in Cornerstone University, etcetera. So there's lots of resources out there, but, you know, absolutely is the answer on that. And, you know, what's so inter what I what I love about the connection here. Right? And and Jennifer and Sarah were alluding to this in their conversation with one another is that oftentimes, we we know folks have skills that might not be maybe obvious or apparent or, might not be able to, like, be measured. Right? There's sometimes we're self reporting skills, and sometimes we apply those skills outside of, our LMS or our performance platform. Rather, there's other signals across the Tech ecommerce ecosystem that are actually building skill, that are actually creating pieces of data that organizations can begin to use to really better understand the employees that they have and where and how do those employees, track towards future needs. Right? And I think this idea. of, like, and the one thing about intelligence plus is that it takes these different signals, and it correlates them into one place where you begin to develop a composite view of your organization, which Karisa mentioned. Right? This idea of, like, workforce visibility, Being able to understand who do you have in your organization? What do you need in your organization? What are the gaps you need to close? How do you make better business decisions? Because I think sometimes too, which can get lost, is, you know, a lot of we we can throw a lot of different digital solutions at a lot of problems or perceived problems, but the idea is to capture business value. Right? What you're going to procurement or your leader saying, this is something we need. How can we begin to help you create that story around real actualized value, whether that's speed, whether that's cost savings, whether that's time savings, whether that's overall efficiencies? I think all those things are incredibly important. Incredibly important. And if you have questions about we like, this is something really interesting. What we've seen here is great and awesome. I need a better value story. Come on, reach out to us, and we can help create that for you and ensure that you can see, like, just exactly how this is gonna over benefit your organization. Absolutely. One more question came in, around role readiness academy. What what plat what product is that found in? So that is going to be found in the learn plus capabilities. I will, it I will double check if, it is, you know, the the exact placement of add on for that because there is some additional, you know, components in building that out as you saw the role play elements, etcetera. So, learn plus, but, you know, it may there may be some additional pieces. And once again, part of the reason I answer, you know, in that manner is that that is, you know, in the latter stages of kind of our, closed beta and getting some customer in information. But we will with this new update, we'll be sharing more information on that. Great. Thanks, James. I'm gonna give everybody just a second more. If there are any other questions in the chat or any other thoughts, comments, feedback. James, thank you so much for giving us a little bit of a test drive into, what's coming what's here now and what's coming up. I deeply appreciate it. And we'll get to, like well, just a few more things before we close out. The one thing that we wanna let all of you know is, our upcoming Cornerstone, connect. We right now, spaces have been filled, but we do have a live stream available. And we'd love for you for those of if you're not joining us here in Chicago, you can still tune in on October 6. Watch keynote sessions, hear the latest conversations around workforce intelligence, AI adoption, and what's next for the workforce wherever you are. You can use this QR code. I'll you can see it right below join the live stream, to register, for, a link to resources section and also to register for that live stream. I'm gonna give everybody a minute just to take a picture of that just so they can, have that saved. This isn't you know? And share it with your teams. Share it with your leader. Share with folks outside your organization that you currently work with. Right? A lot of us sit in l and d and performance, but a lot of us also have, operational transformations going on. Maybe you have a chief AI officer or VP of AI who's leading this change management. This is a great thing for them to to kind of begin to hear about so we can bubble up. You really wanna start forming those partnerships with IT, AI transformation, and l and and, your HR teams to really create a cohesive system around your organization. I also wanna introduce to you an exciting new tool we have available for all of you. This is called Cornerstone Advisor. Cornerstone Advisor is an AI powered support agent available directly in the customer community. You know, we where you go and get training and engage with other customers. We now have a tool, an agent available where you can get help quick. You can get reliable answers to your cornerstone product questions. It's twenty four hours a day, three hundred sixty five days a year. This is a tool that is really changing how administrators and learning professionals and and talent development professionals are leveraging our platform, getting you the answers where you need it the most, when you need it the most. So please take a look at this, within the customer community. Again, if you have questions, please reach out. We'll be more than happy to direct you. So you can find it right, again, in the corners on the Cornerstone Community homepage. Look for the chat icon on the bottom right corner and start chatting. And let let me tell you some things that we can we that this is helping folks with. Where what, it knows who you are and helps you to plan. It walks you through how to do something step by step. Need a help with a dynamic assignment? Here you are. Need help, getting something into the catalog? Here you are. Giving you the step by step instructions. You have someone new on your team? This is a great tool to include in onboarding. Point you the right article or resource. We're free to office hours and help you open a support case if needed. So the again, huge tool and a great opportunity for you to, to engage with. And what folks are already saying about, like, we we're seeing 4.5 customer success satisfaction score scores. It's global if you have international folks across your organization, and, again, it's instant. And whatever whatever you're working on in Cornerstone, you're able to ask, get that answer, and really continue your day. I so, again, today's webinar is the second session in our innovation forum series, and registration is now open for our next two sessions. We'll be talking about navigating the next horizon of learning on October 29 and following up with an AI AI powered HR from hype to reality on November 17. Again, please join us, spread the word. We'd be more than happy to have you. These conversations are a great tool for our customers to connect, for us to share info, and for you to get insights into the platform that we offer. You can use the QR code on the screen to register. And I just wanna say thank you everybody for participating in the chat, engaging with questions. I know these sessions can be a little tough given the virtual nature, but, it's, it's been a real pleasure seeing that engagement and really, coming on this ride with us. So that brings us to the end to today's session. Thank you so much for joining us. We truly enjoyed spending the last ninety minutes or so with you, and we hope you're leaving with new ideas for how a skills first approach can support career growth, that you're thinking about maybe a start small approach, that you're thinking about understanding what skills you have, what you might need, and thinking about the real the people in your organization. The idea here is to open the curtains for you to gain visibility in your workforce and understand that humans are in the center of all the AI transformation that we're doing, and that's our point of view here at Cornerstone. And, ultimately, we hope you are able to or at least help to begin to make some informed workforce decisions. We are here to help and support in any way that we can, and please reach out to us if you do have any questions, you want some follow-up, you're curious about something else. We'd be more than happy to get those conversations rolling. If we weren't able to address any questions live, someone on our team will follow-up directly. You will also receive a recording of today's session by email within the next couple of business days. Have a great rest of your day, and thank you again for being here. Cheers, everyone. Thank you.