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Channeling Sports: ESPN Founder Bill Rasmussen, closing keynote speaker at this year's Workforce Planning and Analytics Conference |
Russell KloskWorkforce Planning Leader – Americas, HPGlobal Human Resources Executive with internatonal experience on six continents. Experience crosses many industries including, government, financial services, high technology, manufacturing, consumer products, telecommunications, pharmaceutical & distribution, and professional services.
Soren KaplanAuthor of Leapfrogging: Harness the Power of Surprise for Business Breakthroughs, and Managing Principal, InnovationPointSoren Kaplan is the author of Leapfrogging and a Managing Principal at InnovationPoint, where he works with organizations including Disney, Visa, Colgate-Palmolive, Medtronic, Philips, PepsiCo, and numerous other global firms.
Robert Gibby, Ph.D.Global Leader of the Human Resources Research and Analytics (HRRA) Practice, Procter & GambleDr. Robert Gibby is Senior Manager of HR Research & Analytics for Procter & Gamble, headquartered in Cincinnati, OH. In this role, Robert leads a team of Industrial-Organizational psychologists and HR professionals to deliver HR analytics systems and capability, external selection and assessment, and the annual engagement survey for the Company.
Tracey SmithFormerly, Global Business Strategist: Strategic HR, Workforce Planning, and Analytics, FedEx CorporationTracey is a Business Strategist reporting to the Vice President of Human Resources for FedEx Express U.S. where she leads the global strategic workforce planning effort on a worldwide basis.
Jeff LupinacciGlobal Integrated Talent Management Strategist, Director, Human Resources, Kimberly-Clark InternationalJeff Lupinacci is currently the Human Resource Director for Kimberly Clark, focusing on Talent Management of the International Consumer Division. Previous to joining Kimberly-Clark, Jeff was the HR Director for Intel Japan.
David EberhardtDirector, HR Strategy & Systems, Devon Energy CorporationDavid Eberhardt is the Director of HR Strategy and Systems at Devon Energy. Prior to joining Devon, David worked as a human capital consultant for Booz Allen Hamilton and Deloitte Consulting specializing in workforce planning, succession planning, performance management, and workforce segmentation.
Larry JacobsonDirector, Technology Talent Acquisition, VistaprintLarry Jacobson is Director of Technology Talent Acquisition at Vistaprint, a leading online provider of professional marketing products and services to micro businesses and the home.
Karen HiltonVice President, Human Resources, TRX, IncKaren is responsible for providing global strategic human resources leadership in the U.S., the U.K., Germany and India. Karen’s leadership philosophy is that “People Matter”. She oversees the development and implementation of global human resources policies, practices and services, working alongside a talented group of HR professionals.
Bruce MortonChief Marketing Officer, Allegis Group ServicesBruce became CMO for the Allegis Group Services and the Allegis / Talent2 Global Alliance. Having spent 30 years in the recruitment industry with organizations such as Alexander Mann and TMP he has seen a massive shift in the way organizations attract, recruit and manage their people.
There is still a great deal of uncertainty surrounding the current economy driven by a slow, faltering recovery, unsteady decision making in Washington, and a host of international economic challenges in Europe and elsewhere. While some business leaders are in a wait-and-see mode based on the economy’s performance, you’re in charge of talent strategy and workforce planning, and you can’t wait.
Chances are you don’t have enough high-potential leaders in your organization. You may have low engagement and lagging productivity, a shortage of talent at all levels, and you probably have lost top talent to other organizations.
What you need most of all to move forward is business alignment, technology, and a team that can plan and interact with both. Alignment to business strategy and the resultant buy-in is always hard, doubly so in current times. You may lack the technology, or just as commonly, have it but it’s underperforming for you. Your staff doesn’t always have the skill set to tie it all together in an insightful plan to move the organization forward in an uncertain time.
The Human Capital Institute’s 2013 Workforce Planning and Analytics conference shifts the focus this year from strictly the workforce plan and its methodology to the planner and their environment: their skills, tools, and how they interact with the company as a whole. In this three-day event, connect, network and learn from human capital management practitioners and original thinkers. Together we will discuss the critical aspects of Strategic Workforce Planning (SWP), how to integrate key talent management processes with the plan, and the latest trends in the people and technology needed to do both. We will discuss:
Gaining Buy-In:
- Aligning Business Strategy with Workforce Planning
- Creating a Financial Case for Workforce Planning
- Making Communication Effective and Social
Talent Management and Upskilling:
- Role Segmentation and Determining Critical Roles
- The Identification of Top Performers and Succession Planning
- The Role Talent Acquisition Should Play in SWP
- Build, Buy or Borrow HR Analytical Skills
Data, Analytics, and Technology:
- Actionable Data and Reporting
- Automating the Career Life Cycle and Development
- Converge Disparate Data Keepers
Quotes From HCI Research Study - Tech Meets Talent in HCM Analytics
Predicting and Fulfilling Needs
The ability to use analytics for predictive purposes provides the greatest value (as opposed to using analytics merely to understand historical trends)
~ Survey Respondent at a Large Consulting Firm
Lack of Analytical Skills
Our strategy team would benefit from enhanced analytics and our HR team does not deliver at a level that demonstrates an understanding of the business needs.
~ Manager at Financial Services Firm
Data Under Lock and Key
One of the larger challenges is silos created by different departments owning the data and finding space and time to collaborate on how they will be used to create a more comprehensive picture of the business needs.
~ HR Manager, Large Healthcare Firm
Who’s Asking for it and What its Value is for HCM Analytics
Our organization is pathetically inadequate in this area. The only flexibility that results in successful personnel changes is by accident and occasional top management intervention … Of course, the consequences are low morale, high turnover and unqualified personnel even in lower-level positions. Unfortunately, without top management and legislative … buy-in, there is no change in sight.
~ Manager of Strategy Dept, State Government Agency
Technology and Analytical Skills Driving Increased Satisfaction
This is a high level advanced change for many organizations but [especially] more traditional ones. Getting the internal process organized and the system functional are chicken and egg - hard to do one without the other - this is where companies seem to get stuck.
~ HR Director at Large Conglomerate
Overall, better technologies along with skilled analysts [are] needed. Simply using general reports from an HCM [solution] … is not sufficient any longer. High quality analytics and predictive analytics are needed to increase strategic alignment with [the] business.
~ HR Director, Technology Firm
Previous Attendee Organizations:
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