Monday, February 23, 2015
When it comes to workforce planning, many metrics have lost their attractiveness. Cost of attrition, time-to-fill, even successful placement are often ignored as labor costs or unwanted turnover take center stage. In addition, many firms want to know how they stack up. Benchmarking is increasingly popular; however, what companies compare themselves to is not always logical. For example, one question often asked is, “What percentage of my staff should be contingent?” The answer to that question is, “It depends on who you are and what your goals are.” Whether it is workforce planning or benchmarking, companies need to take a holistic approach. Companies need to review the metrics they originally deemed insignificant and look at them through a new competitive advantage lens. Metrics do not go out of style--people just forget why they are important. The key is to integrate the right analytics for every role in their organization.
You will learn:
- To take a new look at placements, investigate why they may or may not be important, and examine how they fit into the overall puzzle.
- How to decide what your proper benchmarks are.
- How to look internally into your own organization and determine which of those workers needs to be full-time, contingent, contract, offshore, etc….
Judging by recent press and industry analyst coverage, workforce analytics is one of the hottest topics on the strategic HR agenda. Yet, the demand for data-driven insights is not matched by the supply – only a small percentage of HR functions self-report success in building a sustainable, pervasive capability for workforce analytics, especially in driving the talent decisions of managers outside of the function.
So what differentiates successful analytics organizations from those struggling to transition from a report-fulfillment function? In our view, HR needs to treat workforce analytics as a process, not a project, and invest smartly in building a strong foundation of priorities, people, and practices.
Join us for a working session as we share our experiences and observations on how to plot a course towards analytics maturity, including:
· Identifying quick wins and maintaining momentum.
· Scaling analytics across the organization.
· Aligning yourself, your sponsors, and your organization.
· Creating a workforce analytics Center of Excellence (CoE).
· Partnering with HR and business leaders.
· Overcoming common hurdles (data, technology, capacity, etc.)
Tuesday, February 24, 2015
Chairman's Welcome Remarks
As an HR leader in today’s ultra-competitive market, a critical role you play is that of chief talent officer – building programs that deliver qualified people to the business who become productive faster and provide a higher level of customer support. To do this effectively you must be able to measure impact not just activity. Data is an increasingly important component of those programs; without strong analytics, your HR function is essentially “flying blind”, unable to quantify the return on investment of talent. Workforce planning practitioner Sean Junor will share his leadership perspective on how HR can make an impact in the business through big data and analytics.
The world continues to change at a breathtaking pace. Key trends are inescapable and successful organizations will be the ones that successfully adapt to these trends. Join us to hear the latest research on the key global trends that will shape the workforce of the future. You’ll hear about the demographic changes, urbanization, technological developments that are transforming our society, business and workforce.
In addition, you’ll hear the latest in the Global CEO Survey so you can address the needs of your CEO. In 2014, 70% of US CEOs surveyed are concerned about the availability of key skills--up from 43% in 2009. Are these numbers holding true for 2015? What are CEOs concerned about and what are some early interventions?
In this keynote presentation, Tim Ryan will share both global research as well as his internal experiences overseeing the strategy and stakeholder relations at PwC, including human capital, so you’ll have front line information on
- The megatrends that will affect talent supply and the evolving opportunities.
- How successful leaders are responding to these changes.
- How to better navigate external labor markets.
- How human resource professionals can prepare themselves for the coming shortages.
- How strategic workforce planning, acquisition and development professionals are likely to be impacted.
Hear the dynamic evolution of NASA’s workforce planning capability. It was the perfect storm when mission portfolio and budget structure changed—creating a need for enterprise-wide planning that had top-down support. Fast-forward to 2014 where NASA is continuing to grow its analytics function, tie workforce planning to a broad range of human capital programs, and assess how to best use a blended workforce. Hear the accomplishments and lessons learned along the way.
You will learn:
- How a public institution is tying workforce planning to its budget.
- How to integrate workforce planning across the enterprise.
- How to work with leadership to drive change.
- How the function of workforce planning is evolving at NASA.
As the labor market improves, especially in high-demand professional and technical fields, companies will need to rebalance the seemingly opposing need to invest in their workforce while improving their cost structure. A key step is engaging senior leaders in their own workforce data in a way that drives decision-making.
Over the last three years, Boston Scientific’s Rhythm Management Group has been on their own strategic workforce planning journey. Their goal has been to more efficiently match employee capability and capacity to their business needs of developing and delivering technologies for diagnosing and treating heart rhythm disorders.
Their journey started with a focus on optimizing technical workforce capabilities, especially in the engineering disciplines that represent a large portion of the workforce. They next focused on improving organizational design and spans/layers, to drive agility and innovative by reducing redundant levels of review and approval. And now they are tackling a talent map to help the business predict where the most critical gaps exist today and the pipeline for the future.
Throughout this journey, their focus has been to eliminate data noise and Ouija Board predictions. They’ll share their lessons learned in extracting and integrating meaningful data from many sources, such as succession planning, talent management and talent acquisition, and then presenting this data in concise and compelling ways.
You will learn:
- Lessons learned through our first steps at systematic workforce planning.
- How to present data in compelling ways to improve leadership decision making.
- Integrating and applying multiple data sources to answer key questions, such as forecasting internal pipelines for key roles.
Often companies that embark on workforce analytics and workforce planning initiatives are not successful because they fail to see--and exploit--the logical connections between these two, highly complementary capabilities. Additionally, there are often “disconnects” between the two primary stakeholders: HR and finance. HR tends to focus on “what is wanted” (in terms of talent) and finance focuses on “what can be afforded” (in terms of cost).
Partnering with finance to optimize their access, aggregation, and analysis of data, hear how an organization created an analytics and planning “single version of truth”: a system (and associated processes) that allows HR and finance to jointly plan, analyze, and forecast for both positions and dollars.
You will learn:
· The connection between workforce analytics and planning.
· Strategies for more effective, collaborative planning between HR and finance.
· How to drive greater business benefits through workforce planning.
When execution of a critical business initiative depends on securing talent that is in short supply and high demand, how can workforce planning and analytics provide insight that ensures the organization has the talent it needs to succeed?
In this session, you will see practical case examples illustrating how Lowe’s and Canadian Pacific Railway drive workforce planning best practices to:
- Identify “high risk” talent pools, i.e., those which meet a critical business need and are in short supply
- Use analytics to gain greater insight about high risk talent pools in an extremely tight labor market
- Partner with finance to better understand the correlation between long-term work forecasts and associated staffing requirements
- Use predictive analytics to accurately forecast demand vs. supply gaps
- Build alignment between business leaders, HR business partners, and talent acquisition to create better pipelines for talent gaps
Hear how Wawa evolved from broken data silos, Excel pivot tables, and laborious reporting practices to instant reporting and analysis of their workforce planning data. Establishing a “single version of the truth”, Wawa has strengthened its ability to provide data to the company’s management committee that drives organizational direction. Join Manager of Performance Management and Workforce Planning Marc Maiolino for an open discussion on how Wawa’s talent management team is using reporting, analysis, and planning to influence strategic plans, and hear Marc’s vision for the future application of predictive analytics.
In this session, you will learn:
- How to simplify data collection for improved workforce analysis.
- How to present data to improve leadership decision making.
- How predictive analytics will improve future business decisions.
Balancing the talent equation is at the forefront of the c-suite and operational management agendas. Internal vs. external labor mix, merging generations, leadership deficits and critical skills shortages are just a few of the challenges facing businesses globally. And if you are leading HR, you’re likely in the hot seat to figure out how extract and connect relevant talent data and insights to drive strategic business outcomes.
Some say “misery loves company” and it may be comforting to know that you’re not alone. For many companies, the journey of building the tools, resources and overall analytics and strategic workforce planning (SWP) capabilities is just beginning.
Join this session for a practical discussion on how to get equipped and on the path to connecting the dots for workforce optimization strategies. CHRO Nina Ramsey will discuss implementing workforce planning strategies in Kelly Services. She will be joined by two other practitioners.
In this diverse panel of HR practitioners and SWP practitioners, you will learn:
- Getting started with strategic workforce planning.
- Leveraging data insights.
- Sustaining your journey.
Imagine traveling across the country with your family and friends, full of expectation and excitement for a well-deserved week’s vacation. As you check into the breathtaking resort, you are kindly asked to come back in one hour because the room is not yet ready (the housekeeping department has five vacant positions and has not been able to keep up with the sizeable number of room cleans today.) One-half day into your highly anticipated vacation experience and you’re off to a bumpy start.
Regardless of the business you’re in, inadequate staffing levels can significantly affect your customer experience and business results. Traditional recruiting cycles begin when a position is vacated. Add the time needed to recruit and hire the replacement and the result is consistent understaffing, strain on the existing workforce, pressure on the recruiters to hire faster, and negative impact on your business.
As the world’s largest developer and marketer of flexible, points-based vacation ownership products, Wyndham Vacation Ownership (WVO) has developed or acquired more than 185 vacation ownership resorts throughout the United States, Canada, Mexico, the Caribbean and the South Pacific. WVO’s recruiting teams have created three distinct workforce planning strategies to ensure their business units are consistently staffed to provide Count On Me! Service to their owners and guests. The resulting proactive recruiting models have aligned budgeting, recruiting, and operations to consistently deliver outstanding business results.
You will learn:
- How to identify the type of workforce planning necessary for your business.
- What to do when historical data is inconsistent.
- How to more effectively align recruiting strategies to business results.
- How to build a meaningful workforce plan without expensive software.
- Why time-to-fill is an operational metric (not a result).
- The change management necessary with success.
- The risk of overstaffing vs. the risk of understaffing.
Welcome Networking Reception
Wednesday, February 25, 2015
Chairman's Welcome Remarks
In the last four years Tesla Motors has grown from 800 employees to over 8000. It is imperative that the HR team quickly responds to the needs of the company. Hear how this data-driven, agility-focused team is building and planning a workforce of the very best.
In this session, you will learn:
- How Tesla has made data and analytics the foundation of the HR department.
- How workforce planning, analytics and acquisition (staffing) are intimately tied.
- How at Tesla workforce planning organically moved to HR.
Getting HR Analytics to drive business outcomes is complex. Mathematics, computer science, as well as substantive expertise are needed, coupled with the communication skills necessary to get executive and stakeholder support. Our workforce analytics expert Michael Cook will share his research journey to better understand Credit Suisse’s retention and recruiting.
In order to better understand the profile of employees at risk of leaving, the analytics team at Credit Suisse used data from their HRIS and built a multi-factor logistic regression model of voluntary attrition. They found that their attrition model was more accurate than the manager assessments. As a step towards quantifying the benefits of improving retention rates, Credit Suisse also developed an approach to estimating the costs associated with turnover.
- Necessary skills needed for HR Analytics.
- An approach to modeling voluntary attrition.
- An approach to estimating the lost productivity associated with turnover.
Combining the disruptive innovation of a leading-edge technology company and the consumer focus of a socially conscious coffee company, Keurig Green Mountain aims to create the ultimate beverage experience. Learn about how the workforce planning function has evolved to adapt to different phases of Keurig Green Mountain’s growth from a small coffee shop in Vermont to a thriving global organization with nearly 7,000 employees across North America.
- How to introduce workforce planning capabilities to a company for the first time.
- How to turn data into insight and build credibility with front line supervisors and senior leaders alike.
- How workforce planning continues to evolve at Keurig Green Mountain.
At Monsanto, talent analytics is foundational to the development and delivery of our People Strategies. People Strategies are a key output of our Integrated Talent Management Strategy that integrates business strategy, people strategy, and talent analytics for our talent agenda across our regions and functions over a five year window. Talent analytics is critical to data capture and culture development throughout the HR organization. Through our strategic studies, talent analytics is key to many functional areas within HR.
You will learn:
- How to integrate the people strategy, business strategy and talent analytics across an organization.
- How to tie talent analytics to the business strategy.
- How to answer: Do I have the leaders in place to meet the changing demands of the business?
Strategic workforce planning has been deemed the saving grace in HR getting a seat at the “strategy table.” Many HR functions across organizations around the world have realized this unlocked potential and have taken steps towards developing and implementing a strategic workforce planning strategy. Why then--in spite of their efforts, is HR sometimes still not included in high level strategic discussions? And why do some strategic workforce planning efforts fail to gain traction or buy-in from key business leaders? One reason could be a failure to align the strategic workforce plan and process with the business drivers that determine the success or failure of an organization’s corporate strategy. This discussion will present ideas and strategies for better aligning strategic workforce planning efforts with overarching business requirements and strategy.
What you will learn:
- How to define business drivers that help predict future workforce requirements.
- How to involve business leaders in the strategic workforce planning process.
- How to turn workforce forecasts into strategy.
Many organizations are engaged in workforce planning and succession management, however, not all take a close look at their internal supply and demand in concert and then move forward. This session will examine one organization’s integration of two processes into a single conversation.
Participants will discover how to expand their thinking beyond annual headcount planning to include better insight into where potential vacancies may occur and how that could impact business units. In addition, a look into the proactive steps needed to ensure internal talent is identified and highlighted within the business.
You will learn:
- How to integrate succession management and workforce planning.
- How to evaluate potential vacancies impact on business units.
- How to identify and highlight internal talent.
Sasol, an international integrated energy and chemical company, has more than more than 34,000 people working in 38 countries. In Southwest Louisiana it is investing between $16-$21 billion, which is the largest single manufacturing investment in the history of Louisiana and also represent one of the largest foreign direct investment manufacturing projects in the history of the United States. It is estimated that these projects will create more than 1,200 permanent jobs, 5,000 construction jobs at peak construction and more than 50,000 indirect jobs across the U.S., with approximately half in Louisiana.
HR and OD Strategist Brett Richards will discuss the workforce challenge of this regional project. He’ll examine the challenge, the mitigation and overall talent consequences for the entire area. Brett will dive into
the cultural change necessary to mitigate talent shortage.
You will learn:
• How to assess and address your workforce challenge.
• How to understand cultural capabilities and restrictions.
• How does change leadership/changes management factor into effective talent shortage mitigation.
• How to demonstrate the ROI of low turnover.