Culture and engagement have never been more prevalent. This is not another “unlike ever before” line simply to draw eyes – in fact, research shows that 87.2% of employed professionals “hoped” to leave their job at some point in 2014, with 52.6% of these individuals claiming trust in their employers as the primary reason.

To authenticate Cielo's firm belief that the measurable, bottom-line impact of superior talent strategies is truly remarkable – that is, investing in culture, engagement, as well as employee growth and well-being – Cielo conducted a global study of more than 750 HR and talent executives from across all industries. Our findings, presented in the Cielo Talent Activation Index (TAI), identified two groups of organizations, those achieving their strategic talent objectives and those falling behind the competition: Leaders and Laggards.

On November 5, Cielo hosted a webinar – Talent Activation Index LIVE! Best Practices from Leading Peers (access the free replay below!) – analyzing and revealing how Leaders are achieving better business results by focusing on the right talent management strategies.

For insight into the TAI LIVE! webinar, including highlights and noteworthy statistics, we turn to this week’s Talent Activation Fast Facts:

To create the Cielo TAI, we surveyed more than 750 HR and talent executives. As noted above, responding companies were segmented based on specific criteria to identify Leaders and Laggards:

  • Leaders are “excellent” in achieving at least two of their top three strategic talent objectives.

  • Laggards are between “average” and “poor” in achieving their top strategic talent objectives.

From the results of the survey, eight definitive talent strategies were identified as most impactful to achieving better business performance – specifically, eight areas Leaders excel in while Laggards are still challenged:

1. Embracing workforce work-life balance

2. Using data and analytics to create workforce strategies

3. Using sophisticated metrics to measure workforce quality

4. Quantifying the business impact of talent

5. Embracing cultural diversity

6. Applying workforce segmentation models

7. Motivating and managing workers of all generations

8. Utilizing an effective value proposition (EVP) to attract top talent

Nos. 1, 5, 7 and 8 involve a precise focus on talent management – emphasizing that Leaders have recognized the need to hold on to their top employees and are dedicated to doing so with various talent-centric initiatives.


Additional highlights from the survey, shared during the TAI LIVE! webinar:

  • 69% of Leaders are “very prepared” to meet the changing demands of the 2020 workforce – 93% of Laggards say they are not prepared.
  • 65% of Leaders are “excellent” at developing work-life strategies that empower employees – 96% of Laggards are between “average” and “poor.”

  • 43% of Leaders use sophisticated metrics to measure the quality of their workforces – 95% of Laggards do not use sophisticated metrics.

  • 86% of Leaders have “very effective” employee value propositions that help to attract top talent – 87% of Laggards admit their EVPs likely do not support talent acquisition.