Monday, January 30, 2012
Registration and Breakfast
This workshop will address some of the crucial distinctions that separate strategic from operational workforce planning. Examples and case studies will be provided to illustrate each part of the strategic workforce planning methodology.
The topic of “human capital decision frameworks” will be introduced and discussed in depth. These frameworks build on the position held by Boudreau, Ulrich and others that HR needs to become more of a decision science to advance the organization.
Among the decision frameworks described are:
- Strategic alignment
- Frameworks for greater leverage
- Transparency and proven methodologies
This interactive workshop will equip participants with research and best practices. Breakout groups will discuss their current use of strategic workforce planning and how to apply these lessons to their own organization.
As organizations seek to improve employee and manager engagement, what levers will have the greatest impact? Which metrics should team leaders use to measure the health – productivity, satisfaction, knowledge, etc. – of their employee base? This workshop will explore a range of frameworks for applying data to talent management decisions. For example:
- How should integrated learning and performance data be used to measure the impact of a sales training program?
- What factors could be included in a Quality of Hire index?
- Which Supply Chain Management principles can be applied to career development and what data will be needed to assess their usefulness?
The workshop combines instructor-led teaching with group case studies and will rely heavily on facilitated discussion, so that attendees might learn from eachother and build peer networks.
It is estimated that between 30–50% of the total workforce in the U.S. alone is comprised of Contingent Labor (CT). Regardless of the exact percentage of individuals performing an organization’s work, each organization must account for the fact that a) this number continues to grow for a variety of factors, including unemployment rates, lifestyle preferences and globalization, and b) because they are performing, in many cases, the critical work of the organization, talent management responsibility must be assumed.
Workforce planning has impact throughout integrated talent management. All talent practices, including the use of CT, must be aligned with the strategy and direction of the organization or else they are useless. Strategy leads to human capital requirements, which dictates the best use of talent practices, which results in an engaged, productive and committed workforce, and in turn, yields measurable outcomes. After defining critical roles and competencies strategies for closing talent gaps are delineated through the alternatives of buy, build or borrow. Although most organizations favor the use of contract talent into their overall workforce plan most aren’t using a system to view metrics and statistics like cost, headcount and contract personnel nor are they using a vendor management system (VMS).
In this workshop, leaders will learn how to:
- Factor CT into workforce planning in an effective way, to gauge how many workers are engaged at one time.
- Decide who at their organization “owns” CT, whether it is human resources, procurement or another department.
- Identify when roles should be filled permanently versus contracted and the monetary implications.
- Identify the core workforce and most strategic needs.
This interactive workshop will equip participants with actionable solutions to improve their use of workforce planning with contingent labor. Breakout groups will discuss their current use of contingent labor and how to apply these best practices to their own organization.
Tuesday, January 31, 2012
Registration and Breakfast
It is clear that hard facts, data, and analytics are the language of today’s business leaders. From sales revenue optimization to just-in-time supply chain management, functions across the enterprise are using numbers to transform their approach to business execution. With unparalleled access to information – billions of data points sit within HRIS, talent, financial, and operational systems – HR has a similar opportunity. Armed with real-time metrics, issue-specific analytics and strategic workforce plans, HR can establish its own “BizX” culture, improving the alignment between talent management decisions and strategic outcomes. Join Peter Howes as he opens the conference by challenging the audience to rethink how HR strategy can achieve business goals through the use of data.
HR leaders who are tasked with transforming the organization through workforce planning require a certain amount of entrepreneurship. Challenges include gaining buy-in from the rest of the organization and convincing business partners to share a single vision of where the business is and needs to be and making the vision a reality. Coupled with obstacles such as lack of budget, technology, team and support - starting workforce planning can seem impossible. A true entrepreneur has the ability to think outside the box and get the "yes" when all they hear are "nos". The founder of three multimillion-dollar companies, Mike Michalowicz knows what it really takes to spin a great idea into reality using loyalty, trust, reciprocity and motivation. Mike will share how to be resourceful with what the business already has and outline a plan for success.
Break and Book Signing :
A fundamental aspect of a successful workforce planning program is the ability to understand future talent supply, internally and externally, and future talent demand. New research on this topic from Human Capital Institute suggests that it is much easier to understand the supply of talent than the demand. This is largely because the demand can fluctuate greatly year to year, whereas supply is driven by more constant and measurable trends such as retirement rates, graduation rates, and employment. With carefully administered scenario planning and an understanding of the strategic business plan, future talent demand can be calculated modeled with a much greater level of accuracy than before, leading to better decision-making.
Recruiting, developing, and retaining “top-tier talent” – high-performing, high-potential employees in pivotal job roles or leadership positions – is critical to business success. Reliable data offers HR a competitive advantage in designing programs that maximize the impact of their talent pools. From customizing employee value propositions to specific segments of the workforce and creating unique development opportunities for future leaders. In this Jeff Buchmiller will illustrate how to use data to create fresh insights about how best to build talent pools, improve career paths, and measure talent development outcomes.
Through scenario planning organizations are able to identify strategic roles needed in the future, that may or may not exist today. With the help of futuring and finding the targeted future state of the organization, business leaders will have an executable plan that will aid them in moving their “A” players into “A” jobs. The next step in preparing top talent for this transition is a career development program that will arm them with the skills needed for the role, and to achieve business goals created by the workforce plan..
Manufacturing companies have invested millions into the development of more efficient processes and technologies to optimize their product supply chain in an effort to reduce cost, improve quality, increase speed to market, and gain competitive advantage. Organizations are just now beginning to apply these strategies and tactics to the supply and demand of the Talent that makes up their workforces. In practice, Talent Supply Chain Management integrates process expertise with workforce analytics and supply chain intelligence to provide quality talent at competitive cost and with minimized risk. How are practitioners applying statistical analysis to their Talent Supply Chain? What internal and external data points are being leveraged to drive the next generation of Strategic Workforce Planning.
Breakout Room A
If metrics aren’t translated into business imperatives, they’re nothing more than numbers in a spreadsheet. For many human resource leaders, their desire to utilize analytics is often impeded by an uncertainty about how to initiate the journey; an absence of capability within their respective function to build this discipline or a lack of capital to fund development of the tools required. In this session, Mark Berry will share how to build the business case for developing these capabilities. He will also discuss the fundamental building blocks of an efficient and effective program including possible impediments and what a successful outcome will look like..
The human resource profession has evolved significantly over the last 20 years. Many organizations continue to view HR as a back office administrative function, while others have made human capital management a top business priority. The desire of human resource professionals to have an influence on business decisions is dependent on their ability to be fluent in the language of business. Including the ability to understand and articulate the quantitative aspects of the organization.
Workforce Planning is a topic in growing demand as HR organizations seek to leverage human capital analytics and drive business decisions. However, Workforce Planning is only one of many areas that require the quantitative proficiency of HR. As the HR function develops the ability to produce and articulate human capital analytics, organizations will have an increasing reliance on HR professionals in the decision making process.
Breakout Room A
In a world of workforce planning information overload can seem daunting. Confusing data can often impede productivity and smart decision making. These barriers to understanding metrics and turning valuable analytics into actionable strategies can be solved by the use of the right technology platform. This session will discuss how to harness the power of data which workforce planning provides and utilize technology to fill knowledge gaps and maintain the organization’s workforce plan. Another key take away that will be discussed is how to be agile and responsive with data in order to prepare, deliver and communicate new strategies effectively.
Once an organization has hired top talent to fill their critical roles and fill their talent gaps development and retention are critical. Beyond orientation, integrating onboarding aligns the individual's role and career plan with organizational goals. Often seen as a process to assimilate new hires, onboarding can be used as a tool for knowledge transfer, engagement, retention, and development. When onboarding is owned by multiple stakeholders, the outcome is engaged talent, aligned goals, and optimal talent and organizational performance. This session will address how to design the right onboarding system for integration into the workforce plan resulting in an acceleration of the new hire’s productivity and increasing the organizations retention rate.
Networking Reception and Business Card Exchange
Wednesday, February 1, 2012
Registration and Breakfast
Impeccable data and metrics coupled with reliable dashboards and technology all help to establish credibility, but the true effectiveness of an analytics group is based on its ability to change opinions and be influential. All people decisions at Google are based on data and analytics. Those decisions cover compensation, talent management, hiring and all other HR issues, meaning HR needs to produce data to justify decisions and policies. This led to the creation of a people-analytics team. Brian Ong will share results from several Google case studies including "Project Oxygen", their quest to build a better manager and why managers do matter; "Influencing Organization Design", forecasting of the future organizational structure of Google, based on current hiring and promotion practices. Brian will also share other insights into Google’s innovative, data-driven HR process such as how de-bunking HR myths also turned out to be an important function of the analytics team.
Successful succession planning can make or break an organization based on two factors: managing risk, and the creation of organizational continuity to maintain their workforce plan. When pivotal positions go vacant in an organization, the effect on organizational operations can be devastating if there is no real system in place to maintain success. In a post-recession economy, the succession plan must align with the strategic workforce plan, and be both agile and responsive to future talent needs. This session will detail how to create a successful succession plan that supports the organizations workforce plan and how to direct it with finesse.
A dichotomy in workforce planning is approaching – a major difference in the skills, qualities and outlook of those who are succeeding in strategic workforce planning compared to those focusing on (and succeeding in) headcount planning. Strategic workforce planners focus on scenario planning, forecasting capability growth and decline, deeply understanding the business, and environment scanning, where operational workforce planners include data collation in their top three activities. In this session, Daniel Goldberg and Sharon Heckel will discuss how to create, maintain and most importantly execute a workforce plan that is right for the organization's needs and how to collect meaningful and usable data.
Contract Talent already played a critical role in many adaptive organizations’ workforce plans before the Great Recession hit. It likely will play an even more important role going forward, as leaders struggle not only with the uncertainty of the recovery, but with questions surrounding regulatory reform in key areas such as health care, the environment, and finance. Integrating contract talent into the workforce planning model allows for greater talent flexibility as the needs of the organization changes. This session will focus on the needs, challenges, and attitudes of organizations at this important economic inflection point and how fitting contract talent into the workforce planning equation will yeild successful results.
A great workforce plan allows an organization to do so much more than have the right talent in place; a benefit itself worth the price of admission. When partnered with organizational planning, a system devoted to creating and adjusting the organizational structure to meet business goals, strategic workforce planning enables a new level of organizational agility. Thus a firm can adapt quickly to any change in business environment and condition. This flexibility can provide outstanding competitive edge, especially when confronted with a reorganization or merger/acquisition scenario.
Human Capital Institute on strategic workforce planning: “The term workforce planning has been around for years and has been used to signify many different things. But true strategic workforce planning builds upon quantitative activities such as headcount planning and workforce analytics and uses that data as part of a qualitative decision framework that can inform and transform organizational strategy.”
Brand new research from Human Capital Institute examines each step in the strategic workforce planning process to understand what aspects of the plan are currently being conducted, how, and why, and what barriers prevent evaluation or implementation. It also evaluated the current adoption and understanding of organizational planning.
To make the best business decisions, leaders need to rely more on intelligence and less on emotion. Talent supply and demand analysis is also an essential component of strategic workforce planning. A talent metrics program and technology will allow tracking, measurement and reporting of a wide variety of performance indicators. Most HR leaders, though, aren’t statisticians and don’t usually come from a finance background. What are the key requirements to design a functional metrics system that can independently and effectively supply and interpret this crucial information? Brad Pearce, Vice President of HR Analytics at Wells Fargo, will discuss and share how to decide which metrics are most important to the business, how to effectively analyze data, decipher trends, and make informed predictions and reporting results to clients and the C-Suite.
For Workforce Planning to succeed, the business itself needs to take accountability for the development and execution of the workforce plans. This requires full engagement of the business in the process and the issues. In this session, Angela Sheffield will detail how she brings together a wide range of data, information and analysis into focused tools to create the "a-ha" moments needed to get the business on board and drive workforce planning success.