Wednesday, February 10, 2016
Whilst the risks associated with the new age of work are widely acknowledged, many organizations fail to institute methodologies that enable them to unlock the value of people as a strategic asset.
With the future happening now, traditional operating orthodoxies and opinions are being tested. As significant uncertainty and ambiguity persist there is a necessity to make calculated judgments about navigating your business towards a more assured long term success.
To help deal with this changing and volatile context, practices associated with Strategic Workforce Planning (SWP) are being seen by many as an effective way of traversing the internal and external complexities surrounding people.
Therefore, it is essential that any methodologies used to underpin an organization’s SWP initiative be agile and connected to the outcomes of the business.
To assist practitioners, The Human Capital Institute has developed a ‘best in class’ SWP framework which, when applied, provides companies with ways to think about their context and prepare for the future.
However, the greatest challenge for many organizations occurs when they try to operationalize SWP. A significant barrier to doing so is the lack of tools and methods that can help companies execute in an effective and efficient manner and with the confidence that goals can be achieved. With the change elements required to embed a more rigorous way of leveraging people as a strategic asset and maximize their contribution to value it is therefore not surprising that the time to implement and efforts to scale are often protracted and painful.
With this in mind we have designed a session that will take you from the initial phase of getting started with SWP through to engaging the business and determining the principles to be applied and the order in which to apply them to yield the most value.
During the first half of the session you will hear from practitioners in different sectors about their experiences and what they would do differently with the benefit of hindsight.
We will then take a deep dive into how principles of value management can be applied to achieve an evidence-based implementation of the SWP. Using an innovative approach – Routes to Value - we will demonstrate how you can harness inductive, deductive and analytical thinking to connect your SWP efforts to activities that will maximize value for the organization.
Using HCI’s model we will demonstrate how, by applying value management, you can align strategic intent to competency to outcomes and create clarity with respect to any gaps and opportunities and achieve an implementation of SWP that is dynamic and agile. This approach creates an opportunity for practitioners to embrace the growing need for evidence-based management.
When applied, Routes to Value methodology has the potential to create a dynamic practice which solves many of challenges associated with the need for speed, agility, rigour and alignment, This approach allows for the external and internal changes that occur throughout implementation, while clarifying risks and opportunities and assessing scenarios. It also creates an explicit link between business as usual and future enablement. Thereby giving stakeholders a roadmap to navigate complexity, change and identify the competences required in the business and on demand, via external sources, to achieve business goals.
There are many people in the HR field that question whether it is possible to think about the future in a 3-5 year time horizon and do strategic workforce planning with enough accuracy to make meaningful decisions. Change is too prevalent, the world is just too volatile, uncertain, complex and ambiguous - the theory goes - to predict what factors will impact the future workforce of any given organization. There are some valid arguments here. The world is changing faster, it seems, than at any point in human history. The pace of change in global politics and the economy along with major social and technological shifts certainly make it pretty hard to feel a high level of confidence about any one future scenario. But just waiting to see what's behind door number three doesn't seem quite right either.
Long range strategic planning is a way of life in many business functions from marketing to finance to real estate to procurement, and the fact that it is harder today than it has ever been before doesn't mean they have stopped doing it. In this workshop we will look at the risks organizations take when they don't force themselves to think about multiple futures and the impacts those different scenarios would have on their workforce. We will also look at the best approaches to building the agility required to reassess on the fly through a fluid environment scanning process and how to marry the strategic workforce plan with other elements of organizations' long range strategic plans.
This workshop will cover:
- Where growth falters and how to see "stall points" ahead
- The best place to understand talent risks that the HR function seldom utilizes
- How to build a more dynamic and adaptable strategic workforce planning process
Thursday, February 11, 2016
Chairman’s Welcome and Opening Remarks
Few dispute the power of people analytics. Advanced analytics provides a unique opportunity for HR professionals to be fact-based strategic partners of the business and executive board.
What is the next frontier in people analytics? Could it be to integrate data on employees' movement, mood and sleep into the analytics spectrum? How can we map these office behaviors to metrics, likematter: dissatisfaction and retention rates? What are the implications of the quantified workplace? What is the tradeoff between employee information and privacy?
As the VP of People and Operations at wearable tech company Jawbone and formerly of Google (the birthplace of "people analytics")and SpaceX (Elon Musk's space transport services company), Randy Knaflic obsesses about people analytics.
In this keynote, you will learn current challenges and future opportunities in people analytics.
- What are the first step in creating a next-gen people analytics organization, even for those still trying to figure out the basics?
- How Jawbone is using wearable device data at the individual and team level to better inform people management.
- What is the future of people analytics, how will it influence the workforce of the future, and how you can prepare?
In 2014 the HR Analytics team at a large financial services firm had a lofty goal: enable HR to play a more strategic role in the business by transforming its use of data in workforce decision making and planning. In this interactive session, the company’s Director of HR Analytics, Stela Lupushor, will discuss her team's journey with workforce analytics and planning, including:
- Overcoming hurdles and establishing best practices
- Telling stories with data and driving adoption of a data-driven culture within HR
- Linking HR to business outcomes
- Implementing collaborative, strategic workforce planning
- Success stories
- What’s next
Getting your workforce planning off the ground is one challenge, but how do you drive long-term workforce strategy simultaneously with workforce planning and people analytics? How can these three approaches be blended together to support a mature industry that is also on the verge of disruption from newer industries and technologies?
Workforce Planning & Analytics Practice Leader David Schutt of PG&E will share his belief that the HR ‘hub-and-spoke model’ layered on top of linear planning and strategy approaches will increase the potential for HR to be the catalyst for integration and change. David will explore how a workforce planning and analytics team needs to continuously collaborate with organizational effectiveness, talent acquisition, HRIS, succession planning, compensation, learning management and more within HR while simultaneously partnering with Corporate Strategy and/or Finance.
In this session, you will learn:
- What challenges you face sustaining a workforce strategy and planning program.
- What are some of the mid-stream issues for a more mature program.
- How do you successfully integrate workforce planning across HR.
- How workforce planning can be a catalyst of change, breaking HR silos.
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 high quality metrics, issue-specific analytics, and predictive models, HR professionals can approach traditional talent management tasks – talent acquisition, development, engagement, performance, and retention – with a fresh set of insights.
Yet, building a successful analytics program can be fraught with hurdles, from poor quality data to manager suspicion of what the numbers might mean. With so much advice available to practitioners, this session will cut through the hype by asking three leading practitioners to share their views on topics such as:
- Who is your most senior audience for analytics data (CEO, CFO, etc.) and what’s one lesson learned from partnering with them?
- What’s more important to the success of analytics – expertise in data science or knowledge of how HR decisions are made?
- What documents/templates have you used to advance the cause of analytics in your organization?
- What training courses do you use/have you seen that help HR build its understanding of analytics?
Distribution Business Unit, the newest business segment at Fortune 500 engine manufacturer Cummins Inc., started its workforce planning journey in 2010 with basic analytics, dashboards and key metrics reports. Over the next two years qualitative elements were introduced to critically review strategic business initiatives by identifying key challenges to talent acquisition, development, retention and internal mobility. The launch of the Business Partnership Model created a critical guide to focus talent initiatives on business strategies. Three keys to adoption and sustainability of the Model focused on critical workforce segments; data to ensure viable staffing plans; and full alignment to the five year strategic plan.
In this keynote presentation, HR Operational Excellence Director Sarbari Basu shares the internal transformative change to enable the business partnership model while also taking a deep dive into how her group developed and deployed an integrated strategy to respond to a workforce planning gap in a critical workforce segment.
In this presentation, you will learn:
- How to move from business strategy to execution of talent planning, management, and development.
- How to align workforce planning to the greater business strategic plan and benchmark changes over a five year plan.
- Actions to build the talent pipeline through sourcing, engagement, and retention through career pathing and progression, compensation and rewards, as well as ensure an internal culture of respect.
Keeping your top talent engaged and retained in today’s hyper-competitive job market can feel like a full-time job. In this panel, you’ll hear how leaders across functions and industries are leveraging real-time data to not just take a pulse on culture and employee morale but also leverage timely feedback to make significant improvements that impact engagement and retention. Join this session to pick up practical, actionable tips that any company can use to stay on top of employee trends and build a world-class culture.
In this session, you'll learn:
- How to get your team excited about sharing real-time feedback.
- The key actions required to maintain high feedback response rates.
- How companies are adopting employee feedback for real culture improvements.
No matter the industry, executives are keen on exploring ways to implement data and analytics capabilities to optimize existing strategies — or create new ones. The ability to turn information into knowledge and knowledge into insight is leading many to rethink existing assumptions about the scope and focus of the HR function. CHROs have a wealth of data at their fingertips with the potential to identify the right skill sets, attract and retain the workforce of the future, deliver better consultative value to the Board of Directors, and grow the bottom line. This ubiquitous data is likely to shape the workplace in 2020 and beyond.
Field components of the U.S. Department of Veterans Affairs (VA) have practiced some form of Workforce Planning (WFP) for the past 15 years. Six years ago, VA renewed efforts to establish a Department-wide WFP program.
To improve the likelihood of success, the corporate WFP office partnered with VHA which represents the largest of the three VA Administrations. Initial efforts focused on identifying existing capabilities and common goals. Site visits, training, collaboration and ongoing communications played a key role in furthering this partnership.
VA presently faces many drivers of change, including a major organizational transformation. We have learned that change is constant with a need to revisit and revise our processes. Our Field-HQ strategic partnership has remained intact and, indeed, grown stronger. While uncertainty could understandably sow doubt and confusion, this collaboration remains strong. Enduring relationships based on trust and a shared vision for WFP has made it possible to move forward despite fundamental questions of how we will support Veterans and provide access to services in the future.
This presentation will provide:
- Ways to identify and commit to common goals.
- The importance of building and maintaining strategic partnerships.
- Lessons learned—both at the VA and from the audience.
Welcome Networking Reception
Friday, February 12, 2016
Chairman’s Welcome Remarks
Gap Inc.’s Workforce Analytics Team established enterprise-wide analytics priorities to better align and serve the business. One of their first objectives was to create a quarterly dashboard that gave a quick overview of talent health across the employee lifecycle. This dashboard has become a widely used and circulated tool across HR & business leadership in the company.
To broaden the impact of a data-driven organization, the data analytics team also empowered its business partners (particularly within HR) by conducting internal training on its workforce analytics system and capabilities. These power users have enabled data-driven decisions to spread outside the core HR analytics team, and the number of system users has grown exponentially over the last few years.
In this session, you will learn:
- How to conduct a prioritization exercise to identify the most impactful workforce metrics for your organization.
- How to enact a top-down and bottom-up approach to build analytical capability across the enterprise.
- How to leverage analytical capability to move from reactive to proactive analytics & establish credibility with business leaders.
You know the reality: Big Data is taking over the business world, and HR’s expected to make decisions—not through feelings, relationships or gut instinct—but via numbers. One trouble spot? While your analytics capabilities may have grown relative to your Human Capital practice, the Talent Acquisition function is still trailing in many companies. With that in mind, Kris Dunn founder of Fistful of Talent will run down the current analytical trends in Talent Acquisition including the following:
- A brief review of where Talent Acquisition stands with Analytics. We’ll cover some of the trends, what the bleeding edge is doing, the 3 types of data sources available to TA shops and what CEOs and business leaders you support are asking for related to analytics out of the Talent Acquisition Function.
- The Five Best Talent Acquisition Plays available today using Analytics. Since we’re at the conference for ideas, Kris will give you some great thoughts on where to start with a TA analytics play out of your shop. You’re going to stop reporting turnover and start predicting it. You’re going to stop reporting time to fill and start showing which hiring managers are great at—you guessed it—hiring. We’ll give you five great ideas and show you how to get started piecing the TA story together.
- A primer on what’s next once you start using TA analytics. Since you specialize in people, you naturally understand the move to using analytics that help you predict the future is only half the battle—you have to have a plan once the predictions are made. We’ll help you understand the natural applications for using your analytics data as both a hammer and a hug—to get people who need to change moving, and to embrace those that truly want your help as a partner.
Kaiser Permanente is a large and complex organization with a highly-matrixed management structure. This creates challenges in aligning Workforce Planning efforts with KP’s broader organizational strategy, and engaging the right stakeholders to do the work. Faced with these challenges, Kaiser Permanente’s Northern California Workforce Planning team had to get creative; by taking a “grassroots” approach, the Workforce Planning team leveraged clinical practice peer groups, partnered with experts, and tapped the insights and knowledge of those who are on the frontlines of care delivery. This strategy resulted in 7 end-to-end workforce planning projects in just over two years, and produced specific recruiting, development, and retention strategies for over 15,000 employees (over 45% of all outpatient medical employees.) This session will explore KP’s grassroots approach to Workforce Planning and how to make it work in your organization.
The organizational development team at Parkview Health wanted an innovative method for creating a culture of development and retaining its top talent pool. The solution was a curriculum designed around followership and three pillars that support Parkview’s initiatives: self-knowledge; strategic agility; and peer relations. Parkview’s followership model has had long-term impacts on creating a sustained culture of development, and retaining its top talent pool yielding a significant return on investment. The followership model could prove an instrumental step in succession planning as part of a 5-year-workforce plan.
- Implementing an effective talent development strategy to identify and close gaps between current workforce resources and future workforce needs.
- Knowledge of an innovative method for creating a culture of internal development, retaining top talent, and equipping leaders with teams of exemplary employees.
- Strategy for developing frontline employees to create a pool of prospective leaders.
Succession planning has been a central point of Talent Strategy in most leading organizations. However, its power has been crippled by limiting it within HR, line management and their perceptions. An agile and well-informed succession planning process is possible by leveraging cross functional knowledge and interface.
This session will throw light on:
- Keeping succession planning relevant in this ‘open-source’ world.
- Techniques and approaches to use predictive analytics in succession planning.
- Effective integration with other talent management applications.
- Why collaboration between line-management, HR, IT, L&D and data sciences teams is vital for a holistic talent strategy.
Predictive analytics is a powerful tool to help businesses make better decisions. However for people analytics to be effective, it must be part of two-way conversation, not a one-way report. At Clorox, the workforce analytics team used to produce a stunningly detailed quarterly dashboard, but the leaders found it hard to take action with. Strategic Workforce Analytics and Planning Consultant Virginia Liu decided to change that situation by asking the leaders exactly what questions they were trying to answer, so that she could provide the most useful analytics with the insights that drive change. Getting input from the clients before collecting and analyzing the data helped breakdown the silos and enabled SWAP to become a better business partner that adds value.
In this session, you will learn:
- How to break the silo and provide analysis with actionable insights based on structured and unstructured data.
- How to present the analysis and insights in compelling ways to support the business leaders making better data-driven decisions.
- How to deal with imperfect data (which it always is!) and still generate meaningful insights in a timely fashion.