Cornerstone签署协议收购Grovo加速自身内容发展，收购将于2018年第四季度完成
据Cornerstone官网消息， 2018年11月7日，基于云学习和人力资本管理软件的全球领导者Cornerstone OnDemand（纳斯达克股票代码：CSOD）宣布，公司签署了收购Grovo Learning的最终协议，并以2400万美元的全现金交易收购了这一微学习内容的领先供应商，但需进行一定的结算调整。此次Cornerstone收购Grovo计划将在2018年第四季度完成。
Grovo成立于2010年，已经制作了超过2500个主题的微型学习课程。Grovo拥有超过300家客户，包括Gap Inc.、Hulu、雪佛龙(Chevron)和富国银行(Wells Fargo)，在纽约和旧金山设有办事处。据悉，grovo 在去年7月底完成了1130万美元D轮融资，总融资额达7330万美元。
“收购Grovo帮助我们实现了Cornerstone在全球范围内改善教育机会的愿景。”作为学习领域的领导者，我们知道Grovo拥有世界上最具创新性的培训内容。“与我们最先进的学习套件和我们随时提供的内容相结合，与Grovo的结合奠定了Cornerstone。”
与此同时，基石投资还宣布将在任何时候扩大其内容订阅服务。Content Anytime是一种内容订阅服务，它使组织能够为员工提供新鲜、现代的内容，使他们能够控制自己的职业发展。订阅支持所有类型的现代学习模式，从微学习(更短、更容易消费的课程)到宏观学习(更深入地掌握一门学科或技能)，再到间隔学习(课程分为多个部分，中间有提问的时间间隔)。Cornerstone结合了近20年的学习和开发经验，结合了最受欢迎的、用户驱动的内容推荐(使用数据和Cornerstone庞大社区的反馈)，不断添加和更新课程内容。
以下为原文：
Cornerstone Accelerates Momentum in Content with Acquisition of Grovo
Deal Strengthens Cornerstone’s Content Anytime Offerings with the Leader in Modern Micro-Learning Training Content
SANTA MONICA, Calif. — November 7, 2018 – Cornerstone OnDemand (NASDAQ:CSOD), a global leader in cloud-based learning and human capital management software, today announced that the Company signed a definitive agreement to acquire Grovo Learning, Inc., the leading provider of micro-learning content for $24 million in an all-cash deal, subject to certain closing adjustments. The acquisition of Grovo is expected to close in the fourth quarter of 2018.
Founded in 2010, Grovo has produced over 2,500 micro-learning courses across a range of topics. Grovo has over 300 clients, including Gap Inc., Hulu, Chevron and Wells Fargo, with offices in New York City and San Francisco.
“The acquisition of Grovo helps fulfill the vision we had on day one for Cornerstone to improve access to education on a global basis. As leaders in learning, we know that Grovo has some of the most innovative training content in the world,” said Adam Miller, Cornerstone’s founder and CEO. “United with our state-of-the-art Learning suite and our Content Anytime subscription offerings, the combination with Grovo places Cornerstone in a league of its own.”
In conjunction with this acquisition, Cornerstone also announced an expansion of its Content Anytime subscription offerings. Content Anytime is a content subscription service that enables organizations to provide their employees with fresh, modern content that puts them in control of their own career development. The subscriptions support all types of modern learning formats, from micro-learning (shorter, easily consumable courses) to macro-learning (deeper mastery of a subject or skill) to spaced-learning (courses broken into sections, with timed intervals for questioning in between). Cornerstone continually adds and refreshes course content by combining insights from nearly 20 years of learning and development expertise and the most in-demand, user-driven content recommendations informed by usage data and feedback from Cornerstone’s massive community.
Starting today, Cornerstone will offer a range of subscriptions beyond its popular Content Anytime Essentials offering, including thematic subscriptions for compliance and digital transformation, as well as regional subscriptions for France, Germany and Spain. Cornerstone expects to incorporate Grovo content across its Content Anytime subscription service.
Cornerstone will discuss the acquisition of Grovo on its third quarter 2018 earnings conference call scheduled for today.
Forward-Looking Statements
This press release contains forward-looking statements about the expectations, beliefs, plans, intentions and strategies of Cornerstone relating to its acquisition of Grovo. Such forward-looking statements include statements regarding future product offerings; expected benefits to Cornerstone and its customers; expected financial impact of the acquisition on Cornerstone; and plans regarding the integration of Grovo’s products with Cornerstone’s. These statements reflect the current beliefs of Cornerstone and are based on current information available to Cornerstone as of the date hereof, and Cornerstone does not assume any obligation to update the forward-looking statements provided to reflect events that occur or circumstances that exist after the date on which they were made. The ability of Cornerstone to achieve these business objectives involves many risks and uncertainties that could cause actual outcomes and results to differ materially and adversely from those expressed in any forward-looking statements. These risks and uncertainties include the failure to achieve expected synergies and efficiencies of operations between Cornerstone and Grovo; the ability of Cornerstone and Grovo to successfully integrate their respective market opportunities, technology, products, personnel and operations; the failure to timely develop and achieve market acceptance of combined products and services; the potential impact on the business of Grovo as a result of the acquisition; the loss of any Grovo customers; the ability to coordinate strategy and resources between Cornerstone and Grovo; the ability of Cornerstone and Grovo to retain and motivate key employees of Grovo; general economic conditions; as well as those risks and uncertainties included under the captions “Risk Factors” and “Management’s Discussion and Analysis of Financial Condition and Results of Operations” in Cornerstone’s Form 10-Q filed with the Securities and Exchange Commission on August 7, 2018 for the quarter ended June 30, 2018, which is available on the Investor Relations section of our website at csod.com and on the SEC website at www.sec.gov.
About Grovo
Grovo is the world’s leading Microlearning solution, providing modern learning that employees actually like. Grovo helps L&D teams engage employees and drive their business forward by delivering a constantly evolving library of customizable Microlearning lessons through an easy-to-use platform. Hundreds of companies of all sizes, from PepsiCo and Gap to Bitly and Magellan Health, trust Grovo to onboard employees faster, deepen their leadership bench, enable customer-facing teams, re-envision compliance programs and build inclusive, mission-driven cultures. Learn more at grovo.com.
原文来源：Cornerstone Accelerates Momentum in Content with Acquisition of Grovo
Workday观点：如何解决企业未来的人才？ Taking the Next Steps for Tomorrow's Talent
作者：Leighanne Levensaler，workday高级副总裁，企业战略，工作日兼董事总经理兼Workday Ventures联席主管
文章导读：
我和一群商业和教育领袖，参加了在纽约举行的彭博下一个论坛(Bloomberg Next forum)。这次论坛的主题是：在如此大的变革中，我们如何才能更好地培养和支持我们的员工队伍。
它涵盖了一系列挑战：从如何让毕业生更好地为工作做好准备，到如何在人工智能和自动化时代让在职员工重新掌握技能，再到企业和教育工作者如何更好地合作。
在Workday与彭博资讯(Bloomberg Next)密切合作的原因是积极参与寻找解决这些复杂问题的方法。
我们在纽约进行了富有洞察力和启发性的讨论，以下是一些想法：
首先解决当地的问题
我们的世界面临着与劳动力发展有关的重大挑战。最好从当地开始。
例如，
是否有社区大学或贸易学校提供课程，让工人为预期的技能转变做好准备?
您的组织是否可以扩大与当地高等教育学校的沟通，让学生更好地掌握他们所需要的技能?
随着不断的创新，所需技能也不断变化。在Workday，与社区内的大学合作，让技术专家担任客座讲师，帮助学生为现实世界做准备。
寻找外部人才的新来源
企业说他们找不到需要的人才。但问题是否源于只招具有特定高等教育学位或工作经验的候选人?公司需要考虑他们是否过度要求实行纯种招聘。
在Workday，我们已经取得了巨大的成功，这些人才并没有遵循从高中到大学再到职业生涯的传统道路，但事实证明，它们都是出色的同事。多元化和包容性的员工队伍会让工作场所更快乐，并带来更大的商业成果。
从内部来源
一些最优秀的人才不一定能充分发挥他们的潜能或提供充分发展潜能的机会。这就是为什么真正了解自己的才能至关重要。
具体做法：通过定期使用技术来盘点你的员工和他们的技能，并建立一种流动和机会的文化。
拥抱创新的速度
创新对我们所有人来说都是一件好事，但它给劳动力发展带来了挑战。随着不断的创新，所需技能也要不断变化。
问题是，没有很多的公司愿意在重新培训技能中投入更多资金。在Workday和Bloomberg Next的调查中，半数受访企业预计，在应对新兴技术对劳动力影响的计划时，都面临预算紧张。
只有30%的企业和39%的教育工作者表示，他们正在合作帮助员工重新技能和重新培训。
我们可以在如何共同应对创新的影响方面更具创新性。另一个想法是:如何与教育机构的研究人员合作，帮助定义未来在不同行业中的角色?
我们都需要持续学习。学习如何去了解比去了解更好。
英文原文：
By Leighanne Levensaler, Senior Vice President, Corporate Strategy, Workday & Managing Director and Co-Head, Workday Ventures
I recently joined a group of business and education leaders for a Bloomberg Next forum in New York that focused on how we can work together to best nurture and support our workforces in the midst of so much change.
Aptly named Tomorrow’s Talent, the forum covered a number of timely challenges, ranging from how we can better prepare graduates for the workplace, to how we can reskill current workers in the age of artificial intelligence and automation, to how businesses and educators can better collaborate.
Knowing that people are the heart of every enterprise, we at Workday are passionate about being an active participant in finding the solutions to these complex issues. That’s why we partnered closely with Bloomberg Next on the event, including a study that surveyed business and education leaders’ views on these topics and more. Not surprisingly, the findings confirm there’s a lot more work to do.
So where do we start? I shared some ideas in a blog prior to the forum. Following our insightful and inspiring discussions in New York, here are some additional ideas.
Solve Locally First
Our world faces significant challenges related to workforce development. We’d all like a systematic macro answer. The reality is that these problems are far too broad and complex to be addressed with a single universal solution. It’s best to start working locally to learn and gain momentum.
For example, are there community colleges or trade schools that offer classes that could prepare workers for an anticipated shift in skill sets? Are there local higher education feeder schools that your organization could broaden the dialogue with on how to better prepare students with both the hard and soft skills they need?
With constant innovation comes the constant change of needed skills.
At Workday, we’ve partnered with universities in our communities to have our technologists serve as guest lecturers and help students prepare for the real world. I would encourage all organizations to explore these types of opportunities, because as one participant said, “If you’re sitting still, you’re falling behind.”
Seek Out New Sources of External Talent
Businesses say they can’t find the talent they need. But could the problem stem from always returning to the same pond to fish—a pond that only has candidates with specific types of higher education degrees or job experiences? Companies need to consider whether they are practicing pedigree hiring by over-credentialing job requirements. A willingness to learn “how” is a stronger attribute than a willingness to learn “what,” especially in today’s rapidly changing world.
What’s more, pedigree hiring works against an organization’s efforts to create a more diverse and inclusive workforce. At Workday, we’ve had great success partnering with organizations such as Year Up and Opportunity@Work to gain talent that didn’t follow the traditional path from high school to college to career, yet have proved to be incredible colleagues. We know that a diverse and inclusive workforce makes for a happier workplace and results in greater business outcomes.
Source from Within
Some of our best talent is often right under our noses, but not necessarily in positions that can utilize their full potential or provide the opportunity to grow. That’s why it’s critical to truly know your talent.
How do you do that? By regularly using technology to take inventory of your people and their skills across the organization, democratizing learning experiences so that everyone has access to them, and building a culture of mobility and opportunity. This requires being radically transparent in communicating opportunities for career growth.
Embrace the Velocity of Innovation
Our dear friend, innovation. There’s no stopping it and we don’t want to. Innovation is a great thing for all of us, but it creates challenges in workforce development. With constant innovation comes the constant change of needed skills.
The problem is, not enough companies are willing to put more skin in the game when it comes to reskilling. In the Workday and Bloomberg Next survey, half of the corporate respondents anticipate facing budget constraints when deploying a plan to address the impact of emerging technologies on the workforce. So let me ask this: If a company is willing to put time, money, and resources behind responding to innovations that impact its competitive landscape or business model, why wouldn’t it also invest in innovations that impact its workforce?
Only 30 percent of corporations and 39 percent of educators say they are collaborating to help reskill and retrain employees.
Partnerships with other organizations can help ease the burden. Jon Kaplan, vice president of training and development at Discover Financial Services, discussed how their company is using Guild Education to manage a number of aspects of its recently announced Discover College Commitment program, which provides a full tuition ride for all employees seeking to pursue a university degree online from one of three selected universities.
The program got a lot of interest from the forum audience because it’s truly unique. Consider that only 30 percent of corporations and 39 percent of educators say they are collaborating to help reskill and retrain employees, according to the survey. I’m sure we can be more innovative about how we work together to address the impact of innovation. Another idea: What about partnering with researchers at educational institutions to help define the roles of the future within various industries?
I’ll end this post with one final thought: We all need to be in the business of continuous learning. Dr. Seuss is a favorite in our household with his endless wisdom and clever turns of phrase. And, as the good doctor says, “It’s better to learn how to know than to know.
培训
培训
培训
培训
培训
培训
培训
培训
培训
培训
扫一扫 加微信
hrtechchina
