Tuesday, February 5, 2013
While the need for actionable analytics, data that connects investments in talent pipelines to business strategies and outcomes, has never been higher, relatively few organizations are effective in delivering analytics to senior leaders. This is despite the fact that HR functions are sitting on billions of data points stored within talent, performance, engagement, and core HR systems. While HR has always had access to standard reports and basic metrics from these sources the timeliness, relevance, and accuracy of data continues to fall short of expectations.
More recently, three trends have converged to establish advanced analytics capabilities that enable HR to better support the business at a crucial time: Better technology, HR process optimization, and stronger HR analytics. The convergence of these three trends has brought a new level of maturity to HR analytics. Organizations are no longer focused solely on collecting streams of transactional data. Instead, HR and business executives are asking for new views of the information to help them make crucial business decisions in real time.
In this workshop, leaders will learn how to leverage data for actionable insights and discuss:
- Whether technology should be built, borrowed or purchased
- Which analytical insights can impact human capital management strategies
- How to share HR analytics in a way that will allow business executives to easily view, interpret, and direct actions
- The ability to drill into the behaviors underlying the metric to determine the root cause of the issue, and explore possible actions to quickly respond
- The importance of predictive analysis on HR-related data
- How to use of collected data to jump start workforce planning
This interactive workshop will equip participants with actionable solutions to improve data collection, analysis, and communication.
Social media technologies are the latest recommended addition to strategic workforce planning (SWP) strategy. Social media isn’t just for recruiting anymore, organizations can collect information themselves regarding their employees and teams to aid in the identification of future leaders, help with succession planning, aid in understanding the engagement level of employees, identify flight risks, monitor and measure onboarding efforts, and much more. They can also use data derived social media about external factors and competitors for a more informed plan.
In this workshop, leaders will learn how to leverage social media in order to:
- Assess the external supply of talent for critical roles.
- Manage and source contract talent.
- Keep in touch with employment trends like layoffs, turnover, and promotions, segmented by region, industry, and role to coordinate with internal supply and demand.
- Gain better insight into environmental factors.
This interactive workshop will equip participants with actionable solutions to improve their use of SWP with social media and how to incorporate it into their existing strategic workforce plan. Breakout groups will discuss their current use of social media and which data would be most useful to include in their own SWP strategy.
Reception - Sponsored by Allegis Group Services
Wednesday, February 6, 2013
In a recent Lloyds Risk Index survey of global CEOs, respondents cited talent and skill shortages as a leading business risk facing their organization and one for which they are significantly under prepared. In an increasingly knowledge-driven economy where talent is a competitive advantage, organizations must be able to identify skill gaps in critical job roles and build talent pipelines that deliver a workforce capable of achieving business goals. This can be achieved with the use of strategic workforce planning and analytics.
Most leaders and organizations want breakthroughs – like the ability to proactively predict exactly when, where and how to place talent; which roles are the most critical for the future; who’s the highest potential talent; and how to precisely measure and predict team effectiveness. But many leaders struggle with the often unspoken principles and practices required for creating these breakthroughs. If workforce planning and an analytics model is the answer, how can HR convince the C-Suite that such endeavors are worthy of the time and effort involved? If these strategies are already in place but could be functioning better, how can HR make them more successful? What opportunities does HR have for breakthrough innovation?
In his keynote session, Soren Kaplan will talk about how business breakthroughs deliver positive surprise to both internal stakeholders and the market, and outlines the key leadership competencies required for anyone who wants to “change the game.” Breakthroughs for HR involve defining opportunities to add significant business value, provide a compelling picture of the value before it’s made, and persist through the challenges of innovation. Every organization deals with uncertainty and using the element of surprise during the innovation process itself can help HR create and provide clarity and direction to the organization.
Meet author Soren Kaplan, chat, exchange business cards and enjoy his latest book on us.
- Leapfrogging is about changing the game – creating or doing something radically new or different that produces a significant leap forward.
- Gain new insights from Gatorade, Intuit, OpenTable, Philips, Four Seasons, Colgate-Palmolive, Kimberly-Clark, Etsy, Apple, Google, and many others
- Learn how breakthroughs apply to any organization or business function
- Obtain practical tools for game-changing innovation
Leapfrogging shows how to use the power of surprise to leap over the limits holding back your thinking — and your business.
The use of HR analytics supports decision making in HR processes – it aids the ability to analyze, predict and control. It creates the foundation for predictive analytics to answer “what-if” questions and supports efforts to drive HR work as transformational instead of transactional. Many organizations’ existing systems, however, aren’t optimized to deliver real time, high quality insights in support of HR decisions. Perhaps HR’s information about people and positions isn’t complete or accurate, maybe multiple HR systems exist with no way to integrate the data between them, or possibly data structures have been developed to support Finance or other functions and were never intended to support talent management solutions.
This was the case at Procter and Gamble. They decided to re-invent their HR analytics model by transforming it from a set of fragmented data systems and processes with incomplete data to an integrated data warehouse and advanced set of analytics and visualization capabilities. The objectives of this transformation were to drive productivity, enable their build from within staffing practices, and simplify the effort to obtain and leverage HR insights. These objectives are accomplished by providing those making human resource decisions with organizational data, real-time and user friendly reporting and visualization in dashboards, and new forecasting and analytics capability to understand the relationships between people and business outcomes now and in the future. In this session, Dr. Robert Gibby will share how they were able to accomplish this, how HR analytics transformed their HR business, why every organization is capable of this feat, and what’s next.
New research from HCI reveals that 50% of HR leaders are not satisfied with their organization’s ability to predict talent needs. At the same time, fewer than 20% strongly agree that HR has the skills to understand and collect necessary data, analyze, understand it and present insights in a meaningful and influential way to executives. The thought of developing these skills in order to create and/or sustain a workforce planning and analytics endeavor can seem daunting. However, HR leaders already possess the core skills required, whether it’s realized or not.
In this session, Jeff Lupinacci will show how to tap into skills already possessed by HR and demonstrate how to quantify and grow them in order to become experts in strategic workforce planning, whether HR is experienced in the initiative already, or a novice.
Most organizations perform at least some form of workforce planning. However, all too often the process is focused primarily on talent acquisition rather than the entire employee lifecycle. While hiring great talent is extremely important to the health of a company, so too is developing future leaders, engaging employees, and deploying them effectively after onboarding. To progress beyond headcount planning to strategic workforce planning, organizations must not only connect all of these talent processes with workforce plans but with each other as well.
Connecting every step of the employee lifecycle is not easy. Not only should the various teams and departments (learning and development, talent acquisition, compensation and benefits etc.) talk with each other, but so too should their various data. While strategic workforce planning efforts certainly benefit from integrated, real time analytics, so do the individual processes. Talent acquisition leaders can use post-hire performance data to better hone the way they source and select talent and succession planning will be better able to identify future leaders earlier in their careers. Those that embrace seamless talent management now will have a leg up on competitors that are forced to accept it later.
Quality of Hire is intrinsically linked to Human Capital Analytics. Measuring and reporting how new hires align to the expectations of a role is the jumping-off point of HCA. When it comes to quality of hire, organizations have more data and analytical tools at their disposal than ever before. A bad hire can cost an organization more than monetarily, loss of productivity, training costs, the negative impact on other employees are some additional reasons why hiring the best candidate is imperative. The benefits that serious data analysis can have on the selection and hiring process, sourcing strategy, and employee performance can greatly reduce the risk of negative outcomes. Organizations frequently use HR metrics, such as turnover rate and cost per hire, that report on trends and at the most, alert to a pattern shift. Taking the next step and measuring quality of hire allows for insight into ROI, time-productivity metrics, the value of reward and retention practices, and creates a foundation to build systems in order to collect, track and trend information across silos.
As the global economy continues to flatten, organizations will need to have an increased focus on talent management, succession planning, retention, and finding new ways to increase productivity in order to outperform their competition. HR departments that align themselves with corporate strategy and goals, and ensure they have access to the necessary expertise, information, and systems to optimize workforce investments will be at a distinct advantage in helping their organizations maximize corporate value. Using human capital measurement to align with talent management is the perfect solution to drive change in human behavior to advance company strategy. Often, analytics tend to be more interesting than they are useful but, in this session attendees will learn how to use measurement tools that drive change in behavior – that end in powerful results.
For most multi-nationals, organizational strategy and workforce planning are driven centrally, and then rolled out across divisions and geographies. While organizational planning in one division is difficult enough, rolling it out cohesively across the enterprise or world can be a complicated and challenging initiative. How can it be effective when roles, competencies, and skills are organized under completely different terminology and technology?
The barriers to a successful enterprise-wide initiative center on blending workforce information, understanding the baseline data and establishing a common vocabulary — as well as working through cultural issues. How can an organization break through the differences and align the workforce so it achieves the most important business outcomes?
Cocktail Reception - Sponsored by SuccessFactors, an SAP company
Thursday, February 7, 2013
Registration & Breakfast
Social media technology allows for an expanded array of data which can be derived for workforce planning. Organizations can now collect information regarding individuals and teams about how they work and collaborate, the type and quality of information that is shared, the effectiveness of their communications, and the degree to which they are perceived as leaders or followers. This information can be used to identify future leaders and help with succession planning, aid in understanding the engagement level of employees, identify flight risks, monitor and measure onboarding efforts, and much more. Is your organization prepared to incorporate this new piece of the strategic workforce planning puzzle into existing strategies?
In order for workforce planning to be effective, the business and human capital strategies of the organization must be aligned and ready for workforce planning. Many leaders, when faced with this feel it’s too much work and time spent but, all talent practices must be aligned with the strategy and direction of the organization or else they are useless. Strategy leads to human capital requirements, requirements dictate the best use of those talent practices and results in an engaged, productive, and committed workforce that, in turn, yields measurable outcomes and impacts. This horizontal alignment is not present in many organizations and this is why so few are good at executing strategy.
In this session, Russell Klosk will share key takeaways that will help ensure workforce planning is running on all cylinders. He will share what workforce planning was, is, and will be; how corporate strategy can inform future hiring needs, answer the question of buying, building or borrowing workforce planning technology, and determining which businesses an organization should stay in versus release.
The dynamics of a global economy and the rapid pace at which it changes have made Strategic Workforce Planning one of the “most sought after skills in HR today.” This topic has received an increased executive focus as companies attempt to mitigate the workforce risk in an uncertain economy and deal with the “challenges of change.” The demand for flexible, adaptable strategies translates into a demand for strategic workforce planning that is equally flexible and adaptable. To execute these strategies, leaders need to understand the business strategy and then analyze the ability of their current workforce to actually get them there.
Which roles, competencies and skills will organizations need in the future? What is the difference between the desired future workforce and the current one? Answering these questions with a comprehensive assessment of current employees is a crucial step in the development of any workforce plan. In this session, Tracey Smith will provide an overview of the strategic workforce planning framework and discuss multiple methods of role segmentation and prioritization. In addition, she will demonstrate how use a combination of role segmentation, demographics and succession planning to assess the continuity risk of your leadership.
Identifying critical roles and projected hiring needs are a part of the basic workforce planning structure. What about the actual process of recruiting? Which methods of recruiting earn the highest return on investment? What data should be collected and at what stage of the hiring process that will grant powerful enough insights to warrant course correction?
In this session, Larry Jacobson will share how Vistaprint records and tracks data on each critical step of the hiring process including different stages of the interview and the impact of programs such as compensation, branding, and social media. He will also share how the use of quantitative and qualitative metrics helps to create visibility and predictability in their hiring efficiency and effectiveness at the role level.
Talent analytics represent a tremendous opportunity for organizations to better understand their current state, predict their future talent needs and better measure and therefore improve their progress toward these goals. Two major challenges seem to stand in the way of delivering on this promise: A lack of technology, and a lack of analytical skills.
New technology can be a challenge for firms of any size because of the investment required to implement a new solution and either integrate or replace the legacy system whether it’s built in-house or purchased. Another challenge is weighing the decision about whether to outsource or develop the analytical skills necessary to collect, maintain, and analyze the data a solution creates. Organizations can certainly have either technology OR analytical skills, but need both to be effective and make an impact. This session will outline the various technology platforms available for any size company and models for upskilling that are suited to fit various developmental needs.
An overwhelming majority of HR and business leaders want HR to play a strategic role in the organization, yet many HR departments have struggled to turn this dream into reality. Part of the issue is that what it means to be strategic is not well understood. In reality, it’s not the functions that HR performs but rather the way HR behaves – its motivations, goals, and how it gets things done is what truly influences whether HR is perceived as strategic or not.
In this session, Karen Hilton will demonstrate how HR can be part of the strategic conversation. Learning how to show the critical value of relationship-building in a strategic HR-business partnership; the core business capabilities HR must acquire and apply to be a full strategic partner to the business; how to present ideas and data without the HR label of policy attached, and the fine art of juggling fiduciary responsibilities with getting the job done are some of the lessons that will be learned in this critical session.
Break and Book Signing:
There are a handful of issues that impede an organization's ability to move forward with workforce planning programs. Lack of a platform, lack of senior leadership endorsement, and the perception of workforce planning as solely an HR function make it difficult to gain the necessary support. Workforce planning’s value can seem unclear to stakeholders within the organization.
The first step in the process of gaining support from senior leaders is establishing a business case that clearly demonstrates why workforce planning is or should be a compelling issue for the organization. Bringing attention to the risks associated with failure to plan, and pointing out workforce planning's crucial role in strategic execution are great selling points. Building the case with clear financial data, leaving no room for misinterpretation or the ability to argue the benefits is essential. Mr. Jain will demonstrate how to create a strong financial case for workforce planning. From reviewing the long range company plan, specific roles, and strategic pivot points to showcasing the data in order to gain organization-wide support.
Born out of adversity, ESPN changed the way we all watch television. The most successful media story of our time is one you won't want to miss. The innovative brainstorm for an all-sports cable TV network was conceived, put together and launched within 14 months.
In his talk about entrepreneurial capital, Bill Rasmussen challenges every single employee to be an entrepreneur within their organization, their department, and in their job. His focus on presenting new ideas and applying innovation to any problem yields transformation of the group as well as personal growth for the individual. Share the ingenuity and daring entrepreneurial spirit, and learn how to tune out the clutter of today's business landscape and focus on your game.