Professional Documents
Culture Documents
Talent Management
The business 84 %
Management
of clients
23 % with margin
improvement
4.6 %
revenue per
increase
in market
capitalization
employee
Over the past decade, talent management initiatives have become one of the
top priorities within global organizations. While the business value of talent
management investments is often recognized discretely through increased
efficiency, organizations have frequently found it challenging to quantify the actual
business impact or return on investment of their talent management initiatives.
We have set out to assess how companies management have experienced dramatic
can measure the value of their talent improvements in their businesses.
management initiatives by examining the
business performance of Cornerstone By leveraging technology as the foundation,
OnDemand clients over their contract terms. companies have seen measureable value
Through the evaluation of key performance creation through small, focused talent
metrics such as revenue per employee, total initiatives, and realized even greater value
revenue, gross margin, and most notably, as they broadened the scope of their talent
market capitalization, this paper discusses management strategies.
how organizations committed to talent
csod.com
Median Revenue Per
Employee Growth
Talent 2.3%
1 application
Management 3.2 %
Productivity 3.9%
3+ applications
4.6 %
4+ applications
By deploying a single Cornerstone application, four or more products from Cornerstone saw
such as learning or performance management, double the improvement in median revenue
clients realized median revenue per employee growth per employee over their contract term
growth over their contract term of 2.3%. As to over 4.6%. For a $1 billion company with
our clients utilized a more integrated talent 10,000 employees, the productivity gains from
management strategy through broader utilizing four or more Cornerstone products
adoption of Cornerstone applications, would equate to an increase of $4,600 per
productivity growth increased more employee over the life of their contract.
dramatically. Clients who chose to purchase
csod.com
Percent of clients with
revenue improvement
Talent 84 %
Management 80%
as a Growth Driver 79%
4+ applications
72%
3+ applications
2+ applications
1 application
It is well recognized that talent management can improve efficiency and
productivity, but can it also serve as a catalyst for growth? Over 72% of
Cornerstone clients witnessed revenue growth during their contract term.
Over that time, those clients achieved a As Cornerstone clients broaden their talent
median revenue growth of 14.3% during that management vision and expand their use
period. If you consider, over the past 5 years, of more integrated talent management
revenue growth at S&P 500 companies was applications, they are nearly 12% more likely to
4.0%, Cornerstone clients have significantly see revenue improvement cover their contract
outperformed some of the world’s most term than clients looking to solve a single
successful companies. talent management function.
csod.com
Percent of clients
with gross profit
improvement
Talent
Management’s 77.3 %
2+ applications
Impact on 68.7 %
1 application
Profitability
Nearly 70% of Cornerstone clients who Our research suggests that talent management
purchase one application achieve gross profit initiatives have wide-reaching and long-lasting
improvement. There is a significant increase in gross margin impact.
the percentage of clients who see profitability
improvement over their contract term when
purchasing 2 or more applications (77.3%)
versus just one application (68.7%).
csod.com
market capitalization
improvement
17.6 %
Management
4+ applications
11.5%
3+ applications
2+ applications
1 application
csod.com
What Makes
Cornerstone Clients Unique?
csod.com
Methodology
In an effort to better understand the business profitability metrics for all companies over
impact of talent management initiatives, their Cornerstone contract terms. Specifically,
we studied the financial performance of metrics collected include stock price, revenue,
Cornerstone clients as of December 31, 2012. revenue per employee, and gross profit. We
The research, completed in May 2013, is then segmented our publicly-traded client base
comprised of data from 259 publicly traded by number of products purchased, and looked
companies, a subset of Cornerstone’s overall at the median performance (to minimize the
client base whose data is readily available impact of outlier data) of each of these metrics
from public filings. The data collected by segment.
included annual growth, productivity, and
For more information about Cornerstone, visit www.csod.com. To follow Cornerstone on Twitter, go to http://twitter.com/
cornerstoneinc. To read Cornerstone’s talent management blog, click http://www.cornerstoneondemand.com/blog.