Name: SMB: Navigating 2025 with Cornerstone Galaxy: The Playbook to Drive Employee Development & Retention
Uploaded: 2025-04-23T18:31:34.623Z
Duration: 53 min 34 s
Description: SMB: Navigating 2025 with Cornerstone Galaxy: The Playbook to Drive Employee Development & Retention

Transcript for "SMB: Navigating 2025 with Cornerstone Galaxy: The Playbook to Drive Employee Development & Retention": Welcome everyone to today's session. Excited to have you here, to talk about how to win in 2025 with Cornerstone. I'm Baxter from our product marketing team, joined by Danny from solutions consulting. And today, like Ally mentioned, we'll be zeroing in on Cornerstone, our unified talent development solution that helps you retain your top talent, upscale your workforce, and prove the ROI of your talent development strategy. We're thrilled to be here. I wanna remind you, like Ally said, today is really about learning. It's It's about asking questions, getting a more in product detailed understanding of how Cornerstone can better support you and your organization. So we have a chat here. Don't be shy. Drop your questions as you have them. We'll answer them along the way, and we'll also save some time at the end to talk to you about them. Okay. So before we dive into the fun demo, I wanted to level set on some of the challenges we all seem to face today. Specifically in 2025, talent shortages are accelerating. We know it's difficult to find the right talent with the right capabilities and skills at the right time to fill open roles. If 2024 really showed us anything, it's that the workforce isn't keeping pace with demand. And in 2025, the gap is set to grow even wider. More people are actually leaving the workforce than they are entering it. We know it's also difficult to implement the right systems and processes to actually deliver on continued development opportunities for employees. With five generations of employees in the workforce, meeting each individual where they are and meeting their expectations for growth is this ongoing challenge. And lastly, we know that piecing together various technologies, systems, processes makes it even more difficult to address the other two challenges in this efficient and effective way. Data is really siloed. Systems aren't talking to each other. It's hard to know what needs to be done to satisfy employee expectations while actually still delivering on organization wide priorities. And you're probably trying to do all of this with limited resources and limited headcount. All of these challenges, when you don't address them, they ultimately lead to higher attrition, increased hiring costs, lost productivity, and even slowed innovation due to this high turnover. And so this is exactly where Cornerstone OnDemand Elevate comes in. Elevate empowers today's workforce. One that's really hungry for growth, feedback, and purpose by enabling employee driven and manager supported development. It helps answer the questions your top talent is asking. How do I grow and where might I go? And it helps gives leaders the answers they need. Like, who's ready? Where are the gaps? Are we getting ROI from our development investments? And by aligning individual goals with business outcomes, Elate helps you grow your people and your organization. It seamlessly connects your learning programs to employee performance and succession planning to ongoing skill developments. So you're not just tracking your talent. You're actually developing it, retaining it, and building a stronger bench for the future. And so this view right here that you've seen, you've probably seen this image before. But as a reminder, if you're here on this call, you're already part of the galaxy. And we orient our products in this way to better deliver outcomes and experiences you, our customers, actually care about. And so here's what you get with Elevate. You get continuous performance tools that keep employees aligned and growing, personalized development plans and upskilling paths, and succession capabilities to practically fill those critical roles. These capabilities create a powerful engine for retention, talent mobility, leadership readiness as well. So with Elevate, you're supporting your people and investing in the future of your organization. And right before we get into the demo, I wanted to bring this to life here. So let's take Alicia. And if you meet her, she's a new hire. And seamlessly, through her experience as a candidate, including her on onboarding, will with Elevate, you can help her in setting goals that align to your organization's objectives, giving her the ability to acquire and grow her competence and skills through assigned and self directed learning, delivering ways she can easily meet with her manager and colleagues consistently through her tenure from any device anywhere, and be able to connect those activities to her performance reviews and measure her progress before and after she completes training. And then as she grows, she continues on her development journey that your talent program enables. Ultimately, you as HR talent development leaders can then step back and see that this continuous, unified employee development cycle that you've really enabled open doors for you to proactively succession plan. So in the long run, this leads to an engaged and retained workforce and saves you time and cost spent on backfilling roles and helps you avoid these job vacancies before they actually happen. So with that, I'm gonna pass it over to Danny, who's actually going to walk us through in product what you just saw with Ally. Danny, over to you. Yeah. Thanks so much, Baxter. And I'll be sharing my screen presently. It's very nice to see everybody here. My name is Danny Bello as introduced, and I am a solution consultant here at Cornerstone. And, very excited to be sharing my screen. Boop. Boop. Boop. If it will let me share my screen. Interesting. Excited to explore Elevate with everybody on the call and go into, the items as explained by Baxter. So here I am, logged in as Rowan, not Ally, but, a new employee here who is excited to join this new organization. And, as Baxter also introduced, there's a lot of items that we're seeing in the workforce right now, individuals that are really craving development. With five generations in the workforce, I think trying to do a one size fits all for your entire workforce can be a little alienating for some individuals. And especially in the younger individuals, they're really looking for those development opportunities. So So here, Rowan is able to log in. And as he's onboarding, he can, of course, engage in his learning, but we also wanna make sure that Rowan has a really clear view of his goals. We're looking to elevate him, which is the name of the game today. And so the goals that are set out for him, we're gonna allow him to do that. We also want to, allow Rowan to engage with this, elevation through the ability to check-in with his manager and with coaches and as well some really clear performance reviews and succession planning. But I'm actually gonna start with Rowan's profile. And this is a really great place for employees to list information around their career aspirations and, I think, more importantly, their skills. So here we have some really great information about Rowan, where he's coming from, any summary interest that he has. But for the, conversation today, his career profile. What is he hoping to get out of this new organization? And this information can be input directly from an individual, but it can also be parsed from a resume or a LinkedIn where we can pull out professional experience, certifications, and education. And I think most importantly, especially for those generations in the workforce, the aspirations of this individual. Is Rowan willing to locate? Where is he willing to relocate to? What are his next career steps? Does he have sites on becoming a manager or in a leadership position? Gathering this information early allows you as an organization to target individuals for leadership roles, for development needs, and to keep them engaged so that retention happens. And there isn't that very expensive and timely process of refilling a role like Rowan here in the customer service representative role. The other item I wanted to mention before we jump into our goals is Rowan's skills. These are skills that can be auto assigned to individual based on his role or division that he's in. And these schools can these skills can have proficiency levels tied to them, whether he's below target for any of these skills, above target. And, again, this allows you as an organization to have a much clearer view on the development, retention, and I think overall journey of all of your employees. Having the skill information, this proficiency, and also tying critical skills to role can all really combine into a really great conversational, development plan for an individual like Ron. We're gonna go back to the our login page here, and I'm a big fan of, two clicks or less. As you're seeing functionality today, there's a lot. Cornerstone is very robust solution when it comes to elevate, when it comes to development and workforce agility. And as you're out there thinking, I'd be really curious in the chat just to share, what is your workforce's needs? Are there, is there a real hunger for goals or development plans? What's the visibility need for your workforce right now? And as I said, I'll be sharing a lot today, so really curious what comes up in that chat. But Rowan, let's say it's his first thirty days at this new job. He has access to his learning. Certainly, we want him to complete his compliance training, his onboarding training. The Cornerstone, started as a learning solution. It's a really easy way for him to come in, complete that training, get out, like I said, two clicks or less. But the other item that I've put on here, the second that Rowan logs in, is his goals. And these are goals that have been generated for him based on his role, based on the division that he's in, and based on the conversations he's having with his manager. And we can see these goals are in a certain time period. We do really enjoy an OKR, or something that is very easily trackable. But here, Rowan can come in and see the goals that have been either assigned to him or that he has created. You do have the ability to create goals on the more developmental side. Now these goals can be easy to interact with for an individual like Roan over the course of his day. He may come in and as a customer service representative, very much tied to SLA resolutions, anything, of that nature. They can update as he is completing these goals. This will not just trigger an update for his own personal goal, but I'll bring your attention to the right hand side where goals live in an alignment. I was a public school, high school English teacher for many years before becoming a solution consultant, and I was given a lot of goals from the department. Some of these goals made sense to me. Some of them didn't. My biggest problem with a lot of how goals were constructed for me was I didn't understand where I was contributing toward. Having alignment of goals allows an individual like Rowan, who's new in his role, to see why he's contributing to a greater whole. And we've found that there's much more engagement with goals when an individual feels like they are contributing to this greater whole. Very easy for Rowan to come in, not just see that he has a responsibility, but his team and manager have a responsibility, and the entire organization is really trying to make this a priority. This can allow everyone to get on board no matter where in the five generations you are and increase productivity, but I think more importantly, increase engagement. An engaged workforce is usually a retained workforce. Really wanna work to have actionable, achievable, and visible goals for individuals so that they're contributing to that greater whole. These goals can, of course, be serviced in a performance review. We'll be looking at that in a little bit. And goals can be created at the administrator or manager level. Cornerstone, as I said, is a very configurable and robust solution, and so a lot of what I'm showing can be turned on or off depending on the governance of your organization. So now Rowan's been able to come in. Let's say he's finished his first thirty days. He's He's completed his learning, his developmental training. He's also been able to view his goals, begin engaging with him as this customer service representative. And at the end of this thirty days, he actually has a check-in with his manager. This is another item I like to put on the login page with someone like Rowan so that as soon as he logs in, he can see. Hey. I have a check-in, scheduled for later this week with my manager, Carrie. And we can come in and see what is, going on in this check-in. These check ins are templatized, and what they can cover is really up to you as an organization. We're looking at a pretty standard one where there are sections where Carrie, Rowan's manager, and Rowan himself can collaborate on items, but also where they can leave their own personal comments. We also have a history of all the previous check ins. So over the last let's say, Rowan was hired at the February now, he can reference any of those previous check ins that he had with Carrie as his manager to continue this conversation of development. It's not just about an expectation of meeting your, workforce's needs, but that they feel like they're being talked to, that they are being developed over the course of time. I can share it with you. I have a check-in with my manager. It happens every other week. I had it this morning. We utilize Cornerstone internally as well. Something very similar happened. That's why I'm working on all or I mentioned all of the projects I'm working on currently. My manager is able to give feedback on that, and I can list things like how I'm doing with my goal, development, anything that's blocking my progress, or anything that Carrie or my manager could do to make me more successful. I also can pull up, my own goals during this check-in. So over the course of this conversation I'm having with my manager, might have the screen pulled up, and I'm able to view the goals that I'm currently working on. Not only can I pull them up, but I could also manage them directly from this page? Over this course of this conversation, Carrie, my manager assigns me a new goal, or we adjust a goal that I have based on the conversation of how I'm doing. We wanna make it easy for individuals and managers to adjust those goals. And the same is true for skills. So we looked at the skill profile earlier today. During the check-in, I may want to add a new critical school skill to my role. My manager might say, hey. This is a skill that I want you to work on developing over the course. We can I also say that this decision making is something that my manager is really curious and, encouraging me to develop? Lastly, we also can create these follow ups during a check-in. And so this is something that Carrie is scheduling a live workshop based on an item that has been identified during this check-in. So it's not just about individuals logging in to Cornerstone OnDemand, updating their goals, or managers doing so. Oh, that is great information. And, again, for those in on the call today, information that in a report is going to make your lives much easier. But it's also for individuals to continue that conversation of development. I'm gonna be saying that term a lot today because it's not just about coming in. I'm a number. I'm meeting that number. I'm not meeting that number, but it's more where does my organization see me in the next thirty days, six months, five years, and how can my manager be an active participant in that conversation? We really wanna make it easy for individuals and managers to have these conversations. Now you can have check ins around any metric. What we just saw was a one on one check-in, which happens at a regular cadence. But a lot of our clients might actually use check ins for other reasons, things like coaching, onboarding, performance review check ins, project check ins. So really the sky is the limit with how these check ins can be configured and how they can meet the needs of individuals, teams, and whole departments so that that conversation of development is not just a one time or interaction between individual and manager, but can happen across the organization as well. And happy to talk about best practices. We will be leaving time at the end for questions about how a lot of our clients are utilizing these check ins. The last piece I'll say about this, and then we'll move on to Carrie's point of view as a manager, is, that these check ins, not just being a part of the development conversation, but that we wanna make it very easy and engaging so there is mobile functionality as well. So we're looking at our solution on desktop. Cornerstone Elevate is also very configurable, very adaptable on mobile for your deskless employees as well. So with that, I'm gonna actually stop sharing my screen for a second, and I'm gonna come back here so I can move over and share my screen for Carrie. And so boop boop boop. We're going over. We're sharing screens. And you can see that, this screen here, very different look and feel than what we saw for Rowan. Carrie, as a manager, has access to much more functionality. And, again, I'm a two clicker less kinda guy. I like being able to view not just my goals, but my team's goals. I can view all of the check ins that I have. Rowan had a check-in with me. I have check ins with multiple individuals on my team. But I also have the ability to complete performance reviews, do set succession or talent review tasks, and view employee skills and certifications in the moment of need, as well as having a dashboard of reports at my fingertips. I'm also a really big fan of this team view. So as managers log in, instead of them needing to search for goal information or development plan information, we wanna make it very, very easy for your managers to access their workforce and to continue that conversation of development. So it isn't just that, you know, quarterly conversation, that annual performance review, but it's a constant looking for development between manager and direct report. And with that, just to showcase of the different view here as a manager, this goal view, very similar to what we saw for Rowan, but here I can come in and view any of the goals for my direct reports. You can also view goals for my mentorships for specific project teams. Again, we wanna make it very easy for that goal and engagement to be part of that conversation of development. The same is gonna be true for our check-in page where Rowan saw just the check-in that he had scheduled with me. And here in this check-in view, I'm gonna be able to see my entire team at a glance as well as any check ins that I have with the ability to create new check ins. Very easy, engaging, and smooth way to do so. Once we've gathered all of this great information through our goal management, through those check ins, that skill attainment, we also understand that performance reviews are a really important part of that development conversation. It's a way to create accountability and subject to or objectivity for an individual's performance in that moment of need. And so, we'll take a look at a sample performance review that I've created for today, and Carrie is able to come in and view performance reviews, for her team. Now these performance reviews are extremely configurable. We do have the ability to do three sixty performance reviews as well as upward mobility reviews. I'm gonna be showcasing a fairly standard review today where a manager and individual complete their sections simultaneously, then there's a sign off portion. And something I wanna call out is that this is very configurable. I've been part of many different organizations. I've experienced performance reviews from a manager point of view, from an individual contributor. And I know that every organization I've worked with approaches this differently. Sometimes organizations like to have the individual complete it themselves. That information goes to a manager. And then there may even be a calibration or HR sign off before going to employee and manager sign off. Know again that we can, fit those needs and configure as you see fit. The other piece to really call out here, is that once a performance review is completed, it can always be reopened as individuals are looking to, complete them. We know that they're this is not their only job, especially managers with multiple direct reports. So we wanna make it easy to open and continue developing these items. So let's go in. We've been talking about this interaction with Rowan. Say Rowan's been at our organization for a year here, and it's performance review season. So I can come in, and this performance review is made up of all of the items we've discussed already. I can view his goals as part of this performance review and give a rating. And I think more important than the rating itself, my opinions as well as my feedback on that goal as his manager. But I can also rate competencies such as corporate values or job specific values. And really powerfully, I can create a development plan. Now over the course of this performance review, it might have been a long year here at our our organization. I might have many direct reports, and it's hard for me to access Rowan's performance over the course of this past year. Instead of me trying to wreck my brain, really looking for, you know I mean, me personally, I have about a two week span of my memory. I think Carrie as a manager might be similar. We wanna make it easy to access all of those check ins that Roan and Carrie had over the course of this past year with one easy button. We don't want Carrie as a manager to have to sift through papers if we're doing a paper system for performance or have to x out of this window. It'll make it really easy to view that development conversation that we've been having for the last three hundred and sixty five days. So when it comes to our performance review, we're now able to have a much more objective. There's not a lot of, nepotism going on with this performance review because it's built on a foundation of good and honest data of this development conversation. When we come into the rating section, a lot of different ways to do it. As I said, Cornerstone is a very configurable solution when it comes to elevating employees and addressing the workforce agility gap. And so I can have a star rating, certainly. I also could do a number. Or what I'm finding more and more clients interested in, at our current stage is just having a scale. In every organization I work with, this is slightly different. What a five out of five means to one organization is gonna be different than another organization. We wanna make sure we're matching the culture of con development conversations as well as the culture of performance that you're creating with your orgs. So a rigula that exceeds expectations might be a superstar somewhere else. And, again, this is where the configuration of Cornerstone can really step in to help. The other item that I'll call out here is this comment section. So having a score is nice. If I get a five out of five as an individual contributor, I'm gonna have a good time. But what has stuck with me more as an employee across my very varied, career has been the comments that I've received from managers and from higher ups as well as from colleagues. Those, comments that are encouraging, that are pushing me towards growth, that are part of that continued development conversation is really what we're looking for, capturing with our solution here. We also can capture, as I said, previously, competencies, something like your specific corporate values, listing those corporate values in a performance review like this, giving a score, and most more powerfully giving comments. Now some managers we have found are not comfortable or have training with giving comments that might be constructive for your workforce. Creating these comments from scratch can be a little daunting. If I have a team of 20 plus having to have specific comments to my entire team, it's a lot of time out of my day. It's a lot of focus. So we can also have a stable or library of comments that individuals can use. You might wanna give a positive comment, pull this in, and use it as a template to autofill here. This allows your managers to be much more agile, but also to use conversational tone and cultural terms that are more specific to your organization than they might find in a chat GBT or other AI tool. These sections are pretty standard that I have seen with clients and organizations that we work with, a goal rating, a corporate value rating. To really continue that conversation of development, we've also utilized the ability to create a development plan as part of this performance review. So it's not just a number that I'm receiving. It's not even just comments that, my manager is pushing me towards to either fill a gap or to give praise. It's, hey. We've identified that there's an item around accountability for Rowan, And I can pull in training over the course of this performance review and assign it directly to Rowan. And these, development plans can really be around any metric, whether you are looking to support an individual who's struggling, whether you're looking to, help someone on their career growth if they have leadership potential and leadership dreams, or even the ability to, address an individual who's doing their work, great and they might fit in that middle population where they're not struggling, they're not overachieving, but I still wanna make sure that they feel like they're being developed here at our organization. So I can create a development plan around any metric. I can pull in training. I can pull in action items I want this individual to take. And as soon as this performance review is completed, this will go to that individual, and we can begin collaborating on on it together. It might be some asynchronous training, some projects I might want them to work on. But, again, it's a conversation of development. It's not a, hey. Go develop yourself or, hey. Develop in the way I want you to. It's a conversation. We wanna meet people where they are and help them to grow. And this being an integral piece of a performance review, we have found really helps with that retention piece, really helps with that, development of workforce. And then the last piece I have here as part of my performance review is a skill review. We're finding more and more skills as a hot button topic. It's a hot issue. It's on the tip of everybody's tongue. And so here are the skills that Roan has declared. I can come in. I can rate proficiencies for these skills. I can add skills based on what I've seen over the course of this past year, and I can describe how, Roan has developed skills. This then becomes a record and another great data point where you've been developing your skills, you're working on your goals, your corporate values, and here's what I want you to really be focusing on through a development plan and through these new skills I wanna drive you towards in the next quarter, the next three sixty five days, whatever that time period is. Now as I said previously, these, reviews are very module modular. We're looking at a standard performance review, but the ability to do three sixty performance reviews, upward mobility reviews, project reviews, I think really helps to highlight that doing performance, appraisals in this more old school sense isn't meeting people where they are. Younger individuals in the workforce really expect more of this development and ability to contribute to a company's culture. And so these performance reviews, don't get me wrong, very integral, especially if you're a pay for performance organization, really important. But we also want to facilitate this, as always, development conversation. So it's not just a one way street. I'm gonna be moving now from our performance module where we've talked about our goals, our check ins, our performance reviews, and talk about succession planning. I think this is can be a really powerful piece when thinking about the future of, organizations, whether it's finding successors, whether it's identifying individuals for promotion, or really just seeing what you have at a glance. And, as was introduced earlier, the ability to elevate organizations is not just about those development conversations between individuals and managers, but about four teams like those of you on the call today, having a really accurate view of who's in your workforce, what are the gaps that you're finding now, and how can we fill those gaps. So we're gonna take a look at a sample succession task like our performance reviews, very modular, very easy to reconfigure the structure of them. And, the first section of this, you know, for my money, it can be the most powerful. I've been a part of many succession task where, talent reviews, and usually, I've done them on paper. And it's done in a room with a million pieces of paper and a lot of people yelling at each other. What we hope to get away from that with an organizational view like this is for you to see your entire org and to be able to pull up individuals and have relevant information. Now I have a lot of info turned on, but you as an organization can determine what do we wanna know about our workforce to really address the workforce readiness gap and to fill any skill gaps that we might see or not see coming up, whether that's compa ratio, most recent merit increase, competency assessments, goal attainment. And we can have succession logs linked to each individual so that as you're having these talent review conversations, as we're finding more and more organizations are, you're able to have all of this information at your fingertips and as a development team. Now Carrie is doing this just for her team. So her view is very simplified. She has four direct reports. They direct report into her. Bing, bang, boom. Easy breezy. For those of you on the call that are administrators, you would be able to see the whole organization. You Can really divvy up that information that we started with. You know, Rowan, does he have a desire for a leadership position? Is is he willing to relocate for his role? What are his development dreams as part of this organization, And how can we help him to meet those? That brings us to the ability to place individuals correctly. And I have two nine boxes set up here. If you're familiar with nine boxes, great. If you're not, also great. I'm a big fan of the book Radical Candor by Kim Scott. She uses a six box. I like a nine, but we can talk about that later. And this nine box is around performance and potential. So on my x axis is my performance. How is the performance going for these individuals over the last year? And then what is their potential? Now we can pull in information to auto populate people in their, accurate areas, or I can manually place individuals over the course of the conversation I'm having with my team. So an individual like Rowan, he's been here for the past year. He's really stellar goal attainment. He's voiced the, desire to become a leader here, as part of this organization, and I actually see him as a superstar. Now like everything that's Cornerstone, this is configurable. If you like the term superstar, great. If you don't, also great. The color coding of this might vary. And even the fact that it's a nine box versus a six box, I've even seen upwards of a 15 box. But being able to place individuals and having a spread like what you're seeing here, we we have found to be really effective because now I can see, oh, okay. So, Robert, my direct report, you know, it it he's meeting his performance, but his potential has been low. I should schedule some additional check ins with him. We might even wanna put him on a performance improvement plan or adjust our goal expectation for him. Where someone like Rowan, who's consistently overachieving, who's consistently, asking for more and more responsibility, great. That's an individual that I want to make sure I'm having regular coaching check ins with. I'm assigning, optional and developmental training, and then I'm really calling out and celebrating the work that he's doing. Another thing I'll say about a nine box like this is a spread is really nice. We like to see a team like this that is across the map. If I see a nine box and a manager has placed their team all in the upper right, that to me is a little concerning. That's not radical or candid in my opinion. Whereas if everybody's in the lower left, that as well tells me something about that manager. It might be part of that, discussion. So that's for you as a team, especially as administrators, you're able to accurately see the work that your managers are doing. Another nine box I'm a very big fan of is this, retention risk and probability of loss. So, someone like Rowan, who is a superstar, I know he's, being scouted by other organizations. That's a high probability of loss. And because he's such a great contributor, that his impact of loss would be very high as well. That tells me we need somebody set up or ideally two to three individuals set up to take over for Rowan if he were to leave the organization. Again, this is a conversation of development. It we don't want it to be a surprise with how mobile the workforce is these days. And so having a plan for individuals like Rowan or even somebody like John or Robert who's on my team, really important so that we can continue to be agile as things change so quickly. The last part of this talent review is creating that succession path. So an individual like Rowan that we've said, high impact of loss, high probability, I can see I have three individuals set up who could take over for him, but they're not all ready yet. So here, I can see Mia is ready now. That makes me happy. But Marie and Mohammed are a little bit out, so I can target those individuals, start having conversations with them while I'm trying to retain Rowan all at the same time. If this plan isn't working for me, I might say, hey. You know what? Mia has voiced. She's not interested in relocating. Marie and Mohammed, they're not gonna be ready yet. I can review this plan. And this is where I can either update the readiness of the individuals that I've set up previously or I can search for successors. And because Cornerstone is such a robust solution, we've been having this conversation of development so much, I have an advanced search here, and I have all of the criteria that we might be capturing. The certifications, languages, skills, performance review scores, goal attainment. And I can find a list of individuals who I think would be a great match for Rowan if he were to leave the organization. But the same could also be true not just for succession planning, but also in leadership and development. Who are my individuals that I want to tap for a leadership academy? How can I create development plans for them and assign them directly? This succession planning tool really allows you to meet your workforce where it is, but also continue to be extremely agile and address issues as they come up. Now I know doing a formal talent review takes time, and it takes planning as well. And you as an organization don't always have the luxury of going into those items. This is where the view people, function, I think, can be really helpful. It takes that last section of the succession task where we were able to view by criteria and allows you to do that really at any time. So So this might be my entire workforce, at a glance. And what I can do is limit it by performance, by certain attributes. So if I'm looking for somebody with a specific comp ratio or a tenure of one to five years, what I can do is take my whole workforce and now find individuals who meet that criteria, a shorter tenure, certain skill attainment, certifications. So as the workforce changes, as we know it does very quickly, I'm able to target individuals and create a list whether that's successor list, individuals that I've identified for promotion, or any other metrics in that moment. Again, we want you two clicks or less to be able to address how quickly things can change in your organization and be able to leverage the great, skills, the great workforce you've already cultivated in one place. So we've looked over our performance solution, the ability to track goals, check ins, performance reviews. Also looked at the ability to create a succession task and how we can view people, and address those, workforce readiness gaps at a glance. Do also wanna talk about our reporting solution because, creating all of these items, I think, really powerful. Accountability is almost as powerful. When I was a teacher, I was in graduate school, my, my mentor said, learning is good. Proof of learning is as good, if not better, because that allows you as a teacher to continue to build on great work, but also to address items as they come up. And so creating a report around check ins and the overall usage on them, create the b the ability to create a report around headcount, around, goal attainment, leave whether it's part time count type is position. I'm pulling up a lot of reports even around team performance. In the nine box, I'm curious about who on my team is on that performance potential score, who's a high retention risk. All of these metrics around that conversation of development, we wanna make readily available, not just to you, as leaders in your organization, but your managers and perhaps even your individual contributors, being able to see how they stack up, whether it's by goal attainment. We do have gamification tied to, badging as well. But having reports that can meet need in that moment now these reports can be delivered via email to certain stakeholders. They can be adjusted, and, of course, they can be exported to Excel and PDF. If I go into view the details of any of these reports, it's gonna calibrate all of this great information and be able to serve it up in one easy to consume place. So we've really gone through a a whole journey here with Ronan Carey. Ronan being able to start, completing his training, viewing his goals, having regular check ins with his manager, and then completing a performance review. Carrie, as a manager, is able to track all of those items from the manager point of view, but she's also able to do talent reviews that are much more formal. She's able to view people and address individuals as well as track all of that elevating and conversation of development, information in one place. And something I'd like to, end on here before we open it up to questions, I'm sure there's a million burning, out there, is the ability to view development plans. So let's say it's year two with Rowan right now. I call him Roy. We're we're getting along mightily now, and I've created a personal development plan for him. Now this could have been modified from what I completed as part of his performance review. This could have been completed outside. But this is the continuation of our conversation here. And this development plan is tied directly to him. It is not standardized across my entire team. We don't want individuals to feel like a square peg in a round hole. We want them to feel like they are being developed just themselves. So I've created accountability as an objective. He's a customer service representative. The accountability of how he interacts with our customers is of utmost importance to me. So I've created a series of online classes that I'm asking him to complete. I can come in here, possibly before a check-in, see what he's completed, and use that as a conversational item. Also, identify collaboration, communication, really key tenants of being a customer service representative. They've also said, hey. Customer focus is something I really want you to focus on. Let's update this action over the course of a year. So now it's not just about you're meeting your goals, you're doing great on your performance review, but there's a development plan that has been generated specifically for you to meet, your needs. Now it's year, not just two, but five, ten, that Rowan is an employee here at my organization because he feels like he's had this conversation of development. He feels like his needs have been met, and he feels like there's been goals that not just are company wide, but are specific to him. So I really appreciate everybody's attention today. I'm sure there's a million questions out there in the chat. And so what I'd love to do is either call somebody up to read some questions out, or I can stop sharing and read them myself. But, yeah, I don't know, Ally, if there's a back story that's best for me to do this. Yeah. Awesome. That was a really great, demo, Danny. I really appreciate it. We do have a few questions. One that just came in, I think you'd probably be real equipped to answer, is from Joe. He asked he says, many of these pages seem like a huge investment to stand up and integrate. What level of effort is associated with these? Yeah. Great question, Joe. And I think you're right on the money that there's certainly an investment that happens out of it. We have an implementation process that would meet you where you are in terms of your current tech stack. So common integrations that I might see is certainly gonna be with your system of record or HRIS. That's the gonna be the beginning of your implementation process. But then if you're using anything else to capture goals, to capture learning, those are other integration pieces. I will tell you our average implementation timeline is usually six to eight weeks for something like this. This is where we'd partner with you specifically to help generate a lot of the work that you've seen here. I won't tell you that it's a switch to flip on. It automatically starts working. It does take some buy in, I think, from your administrative and your management team, but that's gonna be true, I think, for any initiative that's being addressed for that conversation of development. So long answer, there is some, but we partner with you. It's not that we give you the keys to castle and walk away, but we partner directly with you to, create that implementation process and to match your needs. And if there's follow-up, Joe, you can also get my email if you're curious about the real nitty gritty of that as well. Yeah. That was a great question, Joe. Thanks for asking that. We also get often this wasn't asked in the chat. And, Danny, I'm curious what your take is on this, but we get asked often or told often from customers that they don't really have a skill strategy, but they wanna take advantage of some things we've mentioned. How can they do that? Like, is it easy yeah. Is it easy for them? What's your advice there? Yeah. I think what and very common question. We're seeing it a lot. As I said, skills is kind of the tip of everybody's tongue. It's every other article I read on LinkedIn or any of the other, workforce sites that I follow. And and I'd say it is, like anything. Skills can is not a magic button, but it's very easy to leverage within Cornerstone. So going back to the skills profile, these are skills that can be assigned from you as an administrative team. They don't have to be selected from an individual. And my recommendation to organizations looking to start utilizing skills is start with a sample population. So you might start with a certain team that's already engaging with skills. You might start with a certain department, but trying to do a whole organization at once can feel overwhelming. So Carrie might just wanna do this with her team, and she might say, hey. Everyone on my team, I'm gonna assign four skills to them. There are four skills that are imperative to the customer service team here, and what I can come in and do is assign those skills and rate the proficiency of them. That's gonna give me a baseline of visibility. And the nice thing about skills is there's no extra charge for it with Cornerstone. It comes with any of the Cornerstone Galaxy. It is really there because we believe in upscaling the world. That's really what we're driving towards. We're seeing this, and we don't want there to be a barrier for engaging with skills. So taking that example of we're gonna take a sample population and assign four skills to each of them, and I'm gonna have targets for them. So Carrie can say these four skills, this one, four out of five, expectation, whatever that score is. From there, I can then have individuals rate each other anonymous anonymously. I can tie content to those skills so people can look to fill the gaps. When I go into view these, I can see each individual if they're meeting the target or not. The, other space, that we can really leverage these skills is in the ability to create matrices around them. And so if I have this it's probably my people matrix. So if you've done what I've outlined, you've taken that sample population, you've assigned a couple skills directly to them, and said, hey. These are critical. I can then review these and as a manager come in for that population and see see at a glance who's meeting that, who's not. And if they are kind of pending or if their item's missing, I can assign work. I can rate the proficiency. I can get details on it. But this is a way that that smaller population can say, hey. Skills isn't something we just turn on and we become a better organization right away. It's how are we leveraging these skills? Gives us visibility. It allows us to see gaps. And for the individual, it allows them to develop themselves. Oh, I'm missing two key principles of my skill profile. I'm gonna really work to close that gap before and devere before end of quarter. Another long winded answer, Baxter, but, cert certainly ways to do it and a very common piece. Part of the implementation process also is working on how we turn those skills on. Yeah. No. That was a great answer. I love how you shouted out how we do, like, piloting with small parts of the organization, small groups. Maybe it's a leadership team. So that was a great call out here. Another question that was asked earlier on, and it's a common question we get, so I I'd love your take on it too, is is everyone part of the Galaxy? Trey answered that by saying Cornerstone Galaxy is the sum total of each and every component of our our product portfolio. Anything you'd wanna add there, Danny, so customers are kind of aware of what the Galaxy means to them? Yeah. Absolutely. I love that question. If if you are engaging in any part of Cornerstone, you're part of the Cornerstone Galaxy, congratulations. And even if you're not, I would argue you're part of the Galaxy because you're on this call, which means you're engaging in conversations around development, conversations around workforce agility, conversations around skills. And so whether you're utilizing Cornerstone now, whether you're not, I I I'd say the Cornerstone Galaxy is really built to address that workforce agility item that we've identified in the market and said, hey. This is something that we really wanna work to address. We really wanna make sure that organizations can be the best that they can be utilizing skills, utilizing learn, elevate, transform. We've identified them. We wanna continue those conversations. When I go to events like an HR tech and ATD, I have the opportunity to talk to our current clients, but a lot of people who are just excited about skills and workforce agility and developing their workforces in general. So I would say, yes. You are part of it. And whether utilizing Cornerstone or not, you, are engaging in a lot of this conversation already. Great. That's a good explanation. That made total sense to me, and, hopefully, everyone else on this call. Great. It looks like we don't have any other questions. I guess one maybe one other, more technical question that was asked. At the beginning of your demo, Danny, Shannon asked if this was a custom home page. Trey was able to answer that in the chat. Talked a little bit about how this is the welcome page. You can if you wanna set something more custom up, admins can access this, the configuration details by following, like, admin to tools to core functions down kind of a pathway. Anything else you wanna say about that custom home page question? Yeah. So I I work with new business side quarter, certainly. I also work with accounts. And this is a really common question for our accounts, but also for new businesses, creating a page that meets your cultural language the second that an individual logs in. So the pay the two pages that we saw, Rowan's, that end user, and Carrie's, I created using the workflow that Baxter, just went through. So, there's no extra special sauce that I put on these welcome pages. This is something that you'd be able to utilize. And I'd also say a lot of accounts that I work with have been using the same login page for a very long time. A lot of the optimization sessions that I work, which is something we offer to our accounts, is specifically to address that item. Because if you have a welcome page that, how can I be nice about it, isn't good, we we see a we see a drop off of engagement? And that's true in my professional life. That's true in my personal life. If I log into something, it's hard to find things. It doesn't look or feel good. I'm less likely to engage. So these are pages that we saw today. If you like them, great. You can create them. If you don't like them, also great. It's a very configurable, welcome page generator. But these are pages that can be generated on the admin side. I don't have a background in design. It's very easy to do so. And if you're a current, customer of ours or client of ours, very easy to supply you with, how I was able to create these as well. Great. I love welcome page isn't good. That's like a it could be I'm gonna remember that one. Yeah. Yeah. Yeah. Danny asked a follow-up question. These are good questions, Danny. Are there trainings available in the success center to help with something like building a dashboard to track metrics? Oh, yeah. Absolutely. There is. It's what the success center is built for. And we we we do support a couple different ways. We have a whole customer support team that you can reach out to. We do office hours where you and other individuals can log in, ask questions with a guru, or area expert. And then the success center does have really great information specifically around dashboards and report creation as that's a common ask. The other thing that I'd recommend to the support center is there's a, area where you can ask other clients questions that might be in the same vertical as yours that might be struggling with the same issues, and we see a lot of great engagement on those. I've been following some conversation on there specifically around skills. There might be an organization who's using our learning, our cornerstone learn, and they're interested in turning skills on and utilizing it. We actually hear chiming in from four or five other orgs. Here's what we tried. Here's what worked. Here's what didn't. So you have Cornerstone top down support. We're also seeing a lot of peer to peer support on that success center as well. Yeah. That success center is so right for that peer to peer engagement. I love it. Okay. It doesn't look like we have any other questions. So I'm gonna pass over to Ally to to kinda wrap us up here. Yeah. Thanks so much. Thank you guys so much, Baxter and Danny, for coming on here. We really appreciate it. Thank you everyone for joining today. We still have a few minutes. So if there's any other questions that come through, or if you just even like to go back and look at something or just walk through something in a little bit more detail, we're happy to do that as well. But, yeah, please feel free to reach out with any questions that you guys have. We'll be on for a few minutes. But, if there's no additional questions, we can go ahead and give you guys some time back in your busy days. So thank you guys everyone for joining. We really appreciate it and hope you guys have a great rest of your day. Yeah. Thanks for your time. Yeah. Thanks. Thank you, guys.