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Pinstripe & Ochre House officially becomes Cielo

The rebranding reflects the successful integration of U.S.-based Pinstripe, Inc. and UK-based Ochre House, which joined forces in July 2013, leveraging the combined company's global scale and entrepreneurial agility to deliver transformational talent solutions to its clients worldwide. The announcement also coincides with the launch of the firm’s annual Cielo Talent Activation Index, which demonstrates the increasing importance of developing a sustained people advantage.

“Today's announcement represents an important milestone for our company, our customers and our global team as we continue to work as one company to deliver remarkable business outcomes," said Sue Marks, CEO of Cielo. "We recognize that, in today's business environment, the impact of talent is rising as never before, separating the leaders from the laggards. Spanish for & lsquo;sky,’ Cielo represents ascendance and unlimited opportunity. We know that when an organization has the very best talent, perfectly aligned with its vision, strategy and culture, the sky truly is the limit."

With nearly 1,000 global employees, the Cielo identity reinforces the firm’s culture of service excellence and its commitment to delivering comprehensive, talent solutions that are tailored to meet clients' exact needs and geographic footprint. Through the use of innovative practices, cutting edge technologies and deep industry expertise, Cielo provides clients with a consultative perspective that aims to challenge conventional thinking and deliver better business outcomes.

“Accel-KKR's ongoing support of Cielo underscores our belief in the company’s ability to continuously reinvent the global talent acquisition and management industry and position itself as a true market leader,” said Greg Williams, managing director at Accel-KKR, a leading private equity firm. “The seamless integration of Pinstripe and Ochre House, which occurred while simultaneously expanding the firm's global capabilities and client base, is a testament to Cielo's exceptional leadership team. We look forward to working in partnership with Cielo as it continues to grow by offering innovative solutions to its clients and rewarding careers for its employees."

Reaching for Cielo

Through deep internal input and an exhaustive external market analysis, including extensive research among customers, analysts, industry influencers and prospects, the firm identified an opportunity to create a brand that reflects its unique position in the market.

The Cielo name represents a new force in strategic talent solutions – one that brings unlimited opportunities for clients to create a sustainable competitive advantage through people. The joining together of Pinstripe & Ochre House created a powerful, agile and innovative global talent solutions provider that understands that talent is rising in impact and importance. Cielo works with clients to architect strategy and activate results through differentiated, world-class and worldwide capabilities.

Additionally, in order to best serve its Executive Search clients, the firm has announced the rebranding of Carmichael Fisher in the Middle East to Moorland Gray. Moorland Gray combines regional expertise with global reach to provide clients with the board- and C-level talent it takes to rise above the competition.

TAAHEED’s talent solutions business, also acquired by Ochre House in 2012, will become a part of Cielo, further enhancing the firm's ability to meet its clients' workforce needs in the MENAT market.

Activating Talent

To further demonstrate the crucial role of talent in today's marketplace and to evaluate best practices across the globe, the firm has also launched its first annual Cielo Talent Activation Index. Cielo's inaugural study shows that the impact of superior talent strategies on organizational performance goes beyond incremental improvements to achieve differentiated and measureable progress against priority strategic business objectives.

Of the more than 750 senior HR and talent executives surveyed worldwide, those in high-performing organizations felt more confident in their company's future. In fact, 71% of high-performers rated their workforce strategies as “excellent” in terms of supporting their organization’s objectives over the next three years. Similarly, 69% of high-performers – compared to only 7% of underperformers – believe their organizations are “very prepared” to adapt to changing workforce demands and the new generation of workers that will emerge by 2020.

Contributing to this preparedness, the study found that high-performing organizations have succeeded at creating effective approaches to address eight key areas:

Embracing workforce work-life balance

Using data and analytics to create workforce strategies

Using sophisticated metrics to measure workforce quality

Quantifying the business impact of workforce

Embracing cultural diversity

Applying workforce segmentation models to planning and decision-making

Motivating and managing workers of all generations effectively

Utilizing an effective value proposition to attract top talent

Within these areas of focus, high-performers significantly outshine their peers. In fact, high-performers were 16 times more likely than underperformers to rate their support for flexible work-life strategies as “excellent” (65% vs. 4%) and 12 times more likely to rate their use of data and analytics to inform their workforce strategies as “very effective” (72% vs. 6%).

These eye-opening gaps, among others, detailed in the Cielo Talent Activation Index, show strong evidence that progressive talent strategies have a positive business impact on organizational capability and performance. Forward-looking, high-performing organizations work to empower employees with strategies that accommodate diverse needs, while also driving towards common goals. Most importantly, they are able to leverage their people strategies to deliver better business outcomes here-and-now, and tomorrow and everywhere


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