Monday, February 10, 2014
In a recent Conference Board of global CEOs, a shortage of “human capital” was identified as the leading threat to business success. Clearly, in an increasingly knowledge-driven economy – where talent is a competitive advantage – firms must be able to identify skill gaps in critical job roles and build talent pipelines that deliver a workforce capable of achieving business goals. Many executives, however, are uncertain about how to build an effective capability for strategic workforce planning and apply data-driven insights to talent acquisition, deployment, and retention decisions.
For some organizations, the first hurdle to overcome is creating awareness of, and support for, a commitment to launching a workforce planning process. Many others have begun the journey but are now looking for additional ideas for improving their initial efforts.
As such, this session is aimed at HR practitioners seeking a range of techniques to build upon an existing workforce planning practice, adding depth and breadth to specific stages (environmental scanning, demand forecasting, communication of the results, etc.) of the planning process. Examples of techniques to be covered include:
· Building scenarios/facilitating a scenario planning workshop
· Creating demand forecasts
· Designing strategic staffing interventions
· Communicating the results
The presenters, Peter Howes and Marcus Joseph, will share their ideas on a range of techniques that workforce planners can adapt for their own organization. The workshop is best suited for attendees who have already commenced or completed a strategic workforce planning process, and will feature a mix of lecture, group discussion, and individual exercises.
Workforce planning is essential to organizational success. As with any strategic alignment, organizational business plans incorporate current and future workforce trends. As niche skills become harder to find and retain and the Free-Agent Workforce continues to grow, it becomes imperative to take a holistic approach to your strategic workforce plan. Without a total view of talent, organizations may miss out on opportunities staring them in the face. This workshop will highlight vital ways organizations attract, secure and manage all cohorts of talent. By strategically planning your workforce, organizations become better equipped to maintain and grow organizational culture, while optimizing and retaining the talent they are attracting. Put simply, we call this 'Organizational Readiness – Enabled by Talent'. Workforce planning is essential to organizational success. As with any strategic alignment, organizational business plans incorporate current and future workforce trends. As the Contingent Workforce continues to grow, it becomes imperative to take a holistic approach and create a strategic workforce plan. Without a holistic view of talent, organizations will miss out on opportunities.
Tuesday, February 11, 2014
“HR needs to earn a seat at the table.”
“This initiative won’t succeed with out executive support.”
Do either of these sound familiar? So many senior talent leaders feel hamstrung by a (perceived) lack of C-level sponsorship for people-related programs. That’s because true executive support is a must have for any enterprise-wide initiative, and this is especially true for workforce analytics and planning.
Cliché though it may be, this is a real challenge for most organizations. The speed of business, and life, dictates that the biggest issues are those that get the most attention. The limits of the day and our own energy require us to focus on what is urgent, whether or not it is important. So how do we move workforce planning into the column with the urgent, important and executive-championed work?
HR leaders get it. They need a workforce plan. But a plan should be more than a report or set of charts; it needs to lead to a better prepared workforce and a stronger competitive position: it must move beyond words to action. This session will share real strategies for moving from the planning phase to the implementation phase of workforce planning from a leader who has crossed this bridge. They'll include lessons learned, pitfalls to avoid and success stories.
For most companies, gaining actionable insights from workforce data is a costly and cumbersome undertaking. Reports are numerous, manually created, and prone to error. HR Information Systems are complex, with limited analytics capabilities. And workforce data is typically difficult to access, inconsistent, and changing. Add to this the challenges of multiple stakeholders with different needs, diverse definitions, and varied analytics capabilities and you have an environment where deployment of analytics is challenging at best and seemingly impossible at worst.
Mark Berry, vice president of people insights at ConAgra Foods, will share his company’s journey from intuition to fact-based decision-making, including the challenges they faced, the solutions they considered, and the results they have achieved with workforce analytics. He will discuss how he leveraged technology to allow his team to focus on what is most important – and let the technology to do the rest. Additionally, Mark will discuss ConAgra Foods’ plans around using workforce analytics to support workforce planning.
Mark will share how they laid the foundations of their company’s workforce analytics initiative, as well as reviewing how he “dollarized” the value of workforce analytics, helping his executive team understand why implementing workforce analytics and planning would have a direct positive impact on the company’s bottom line. He will also share some of the insights his team has uncovered, with the support of workforce analytics, and how those insights are helping his team and his company transform HR from an administrative or consultative function to a data-fueled, fact-based strategic asset.
"Inside many HR initiatives, data is collected, used once, and then lives on a server forever. This is especially true for information obtained during the selection process. A candidate applies (data), interviews (more data), checks references (still more data), and a job is offered (yet still more data). While one set of data informs the next in this process flow, it often stays in recruiting, never traveling out to the manager.
This is just one example of an information closed-loop- many exist in HR. While ‘big data’ is a trending concept, information sharing is timeless. How can leaders use the abundance of data they already have to better inform their businesses workforces?"
The Workforce Planning and Analytics Conference provides an opportunity for Dr. Szurgyi to communicate JIEDDO’s successes and challenges with regard to its Workforce Optimization and Sustainment initiatives, especially as they contribute to the maturation of the organization’s Human Resources (HR) processes. Dr. Szurgyi will share his insights on how to effectively address workforce analysis and planning issues via the use of data analytics, as demonstrated through JIEDDO’s development and use of:
· A cost-benefit analysis (C-BA) tool that allows for workforce forecasting based on anticipated changes to workloads, work functions and budget constraints, as well as the ability to shape responses to future requirements (especially as they pertain to billet distribution and realignment) based on JIEDDO’s evolving mission; this tool also allows for scenario-based planning based on manpower mix and emphasizes cost efficiency
· A civilian recruiting and staffing dashboard that leverages accurate data and metrics to better inform organizational leadership of JIEDDO’s recruiting efforts and hiring pipeline
· A redesigned joint manning document that streamlines and standardizes entry processes to facilitate easier analysis of manpower data and establishes controls to enhance the ability to check for errors and improve the auditability of data
· A comprehensive concept plan that documented a baseline of JIEDDO's workforce using an Army methodology for comprehensively capturing workload and processes
· Intern and other special programs to create a more balanced workforce mix and organic organizational growth
In addition, Dr. Szurgyi’s team also developed and delivered instructor-led trainings to standardize HR practices across the organization (including hiring practices) and promoted professional growth amongst employees by developing position-specific training via immersive learning computer-based training modules.
Anticipating JIEDDO’s future budget restrictions and evolving mission, Dr. Szurgyi successfully identified the need for the ability to accurately and efficiently determine the required workforce to accommodate such factors.
Time Warner's commitment to diversity and inclusion ensures that the firm has the leadership, employee base, work environment and business strategies to succeed in serving increasingly diverse audiences in the United States and across the globe. The firm has evolved its workforce analytics program from one focused on providing snapshot reports to a more proactive business resource. Armed with nine years of data, they have identified opportunities to boost diverse representation and align investments with the company's growth plans.
Jonathan Beane, executive director of global workforce diversity and inclusion, and Jae Chang, associate director of global workforce diversity and inclusion, will share the Time Warner Inc. measurement story and how workforce analytics has helped drive the company's human resource strategic initiatives. The session will show that workforce analytics is a continual journey that requires constant management accountability, change management and a culture of inclusion.
Why should we bother with workforce planning? Who needs long-range forecasting in today’s world? What value would it present if my organization’s talent is in constant churn?
Great HR leaders never worry about having at seat at the table in their organizations. Increasingly, the stack of paper or iPad they bring to executive meetings is all about data. But the data they bring isn’t plain old headcounts or other traditional HR metrics like TTF or turnover. They bring insights to help leaders improve operations, fuel innovation and execute on organizational goals.
Dan L. Ward, co-author of Positioned: Strategic Workforce Planning That Gets the Right Person in the Right Job and Principle and Senior Strategist for Human Capital Capabilities at the MITRE corporation, shares his insight on how leaders use workforce planning to propel their organizations forward.
Wednesday, February 12, 2014
Today’s software, smart analytics geeks and CEOs screaming for “the numbers” makes it tempting to measure everything within an inch of its life. But what really matters? Analytics helps to address the “science” of workforce planning, but what about the “art?” The ideal, balanced workforce must take into account the real-life challenges of global mobility and succession planning, as well as the speed of company’s growth.
In this presentation, Claudia Patton, Chief Talent Officer at Edelman, will address the “softer side” of future-forward hiring, which requires analyzing the analytics, so to speak, to make the right decisions for global growth, both today and tomorrow.
Edelman is the world’s largest independent public relations firm, with 67 offices and more than 4800 employees worldwide. Edelman was named one of the “Best Places to Work” by Advertising Age in 2010 and 2012 and among Glassdoor’s top ten “Best Places to Work” in 2011 and 2012.
"Human talent is truly an organization's greatest need, and once acquired, it's greatest asset. Yet in today's rapidly moving human capital environment, it is very difficult to do three essential tasks well: present information that anticipates, predicts and forecasts workforce changes, analyze trends while they are still current news, and deploy and leverage human capital using objective evidence, as well as anecdotal evidence."
This summary of the current state of workforce management, from SAS, aptly describes the challenge facing organizations. This session will share how the leader in business analytics software and services, and the largest independent vendor in the business intelligence market, capitalizes on the value of their own human capital intelligence.
It can be easy to think of workforce analytics as purely a theoretical exercise or just a reporting tool. Data on its own, however interesting, isn’t useful without both context and application. As an example, detailed attrition reporting in the absence of a connection to other talent and business metrics is informational but real business outcomes are dependent on drawing conclusions and actions that improve your organization’s retention. Understanding the hours of training provided to your workforce only becomes meaningful when combined with additional metrics measuring outcomes such as improvement in business performance metrics.
NCR, the global leader in consumer transaction technologies, is focused on turning the theoretical aspects of workforce analytics and planning into practical applications that can increase HR’s contribution to the bottom line. This session will share how they’ve used everyday HR information to support successful business outcomes. They’ll share real-life examples applied to their largest workforce – Customer engineers – in regards to onboarding and training of this group and how those activities do (or do not) improve performance, and discuss talent data as applied in the larger context of big business issues like mergers and acquisitions.
The mission of the National Geospatial-Intelligence Agency (NGA) is “to provide timely, relevant and accurate geospatial intelligence in support of national security.” The agency provides imagery, map-based intelligence and geospatial information in support of the nation’s military forces, national policy-makers and civilians. As an agency focused on connecting, analyzing, and visualizing large sets of disparate data to discover critical intelligence stories, NGA offers the perfect environment for innovation in cross-functional human capital analytics.
While agency officers work to map the world, HR officers map the workforce. To develop a human capital strategy aligned with agency strategy, the Strategic Workforce Planning team researches future skills needs, creates scenario planning models, and integrates organizational planning. This presentation will provide examples and context for how NGA delivers actionable analysis, directly applied to shaping the workforce amidst fiscal austerity.
We’re living, and working, through the biggest technology revolution since Guggenheim’s moveable type printing press 500 years ago. In every revolution there are opportunities; opportunities that will be seize by those armed with new tools and a new way of thinking. The amount of data generated daily, while quantifiable, is essentially unimaginable, and the vast majority of it will never be used.
On the other side, each of those bytes has potential value if collected, organized, related to other data, modeled and applied to predicting the outcome of some investment decision. Clearly, we are standing amidst the greatest accumulation of data ever in existence and it is growing exponentially while you read this. The imperative is to turn data into information and then into intelligence, and profit. And maybe a bit of fun.
Corporations are headquartered anywhere, brands and franchises circle the globe, and talented employees come from all over the world. The emerging global economy offers unusual opportunities. But it also poses new hazards, and a downturn affects different markets in different ways. Even after the global slowdown, China remains one of America’s largest creditors and is becoming the manufacturing center of the world. India is fast becoming a world center for software development. These two countries will fundamentally alter the way the world does business. Meanwhile, the slow global recovery is obscuring one of the most important demographic and business trends in the world: the development of a new global middle class. This new middle class will create new tensions and difficult negotiations as they drive global economic shifts and place new demands on their governments.
How do organizations plan for talent in this new paradigm? Robert Reich will explain these emerging forces and cover how businesses can make the most of the new opportunities while minimizing the hazards, whether the U.S. should care that China and India will displace it as the largest economy and center for high-tech development and how the new global middle class will impact the world.