Tuesday, March 7, 2017
You will learn:
- How to move from metrics to analytics
- Where analytics can enable strategic decision-making in talent retention, recruiting effectiveness, performance, total rewards, and employee movement
- The common mistakes associated with analytics and strategies to avoid them
The practice of workforce intelligence is now a well established part of the overall HR function. Like Engagement in the 90’s, no modern HR team would expect to operate without some level of workforce intelligence. Over the last 5-6 years the leaders in this field have been developing a set of practices related to people, process, and technology that ensure the workforce intelligence group make a positive contribution to the business. The effectiveness of these practices are demonstrated in the results achieved by these teams – which in turn has led to these groups being able to continue to increase the sophistication and depth of their work and hence the value this brings to the organization.
For anyone looking to progress their workforce intelligence program it is critical to understand how to build the virtuous cycle from results to resources and onward. Learning from the successes of those who have paved the way for workforce intelligence is the best way to quickly and effectively scale your own workforce intelligence program.
During this interactive workshop, you will learn:
- How to develop the right workforce intelligence team
- How to leverage technology to drive adoption and change
- How to focus resources on business results – not reports
- How to avoid common pitfalls in relation to data and workload
With all the noise about workforce analytics and HR professionals becoming more strategically aligned with the business and C-suite goals, you may have overlooked some core skllls every HR professional needs to be more effective as strategic consultants to the business.
By leveraging insights from data, you will be able to lead your organization to better “build, buy, and borrow’ talent decisions. But this requires knowing where to start, which questions to ask and having the tools and methods to analyze and make sense of all forms of data. Starting with the wrong baseline, could lead you to invalid hypotheses, wasted efforts and money, as well as poor decisions.
In this workshop, attendees will learn:
- Methods to help foster alignment and engagement to establish a firm foundation for people analytics.
- A framework for how to conduct pertinent Discovery sessions across the organization that ensure there is an agreed-upon current state to analyze against.
- Techniques to develop the base case, conduct data synthesis, and hypothesis testing.
- Design structure for building insights, business case development and story-telling for the C-Suite, as well as strategies to embed and ensure on-going governance around analytics capabilities.
Wednesday, March 8, 2017
Opening Strategic Keynote:
Prepare to expand your perspective. Have you noticed that airport trains have no drivers, drones will soon deliver your packages, and call center staff has often been replaced with an IVR technology? But why should HR care? Since its inception, HR has exclusively championed “people” (human is even in our title). That made sense when permanent employees were realistically the only option for getting work done. However, today when organizations need to “get work done” there are multiple choices including robots, phone apps, gig workers, outsource vendors and a variety of software options. In fact, one expert projects that "We are approaching a time when machines will be able to outperform humans at almost any task". Despite the coming dominance of technology alternatives for doing work, currently HR is generally excluded when hardware and software substitutes are considered. And HR is often only tangentially involved when outsourcing or gig hiring is selected in lieu of hiring employees.
HR also has a long history of hiring managers to make important business decisions. However, with the advent of decision support algorithms, AI, and advanced analytics, manager decisions based on intuition and experience have often proven to be slower and inferior to those made with big data. Taken together this means that in order to stay relevant, HR must create and then lead an integrated and data-driven approach that includes all possible “getting work done options” whenever new work must be done. Of course, one option for conservative HR leaders is to ignore the problem. But a superior approach is to expand HR’s capabilities so that we become the dominant experts in choosing the appropriate time to use each of the expanding options for “getting work done”. Welcome to Human & Robot Resources or HRR!
Key takeaways from this exciting and stimulating presentation will include:
- Workforce planning must expand – You will learn why workforce planning needs to shift to a broader “How work will get done planning”. This broader role will research and provide recommendations to executives covering when and where permanent employee, gig hires, or hardware and software solutions should be implemented when new work needs to be done.
- Learn not to always favor employees - You will learn why HR should take the lead in the close integration and coordination of “Ways to get work done” choices. Close integration will ensure that all reasonable choices are considered and that existing work that is currently done by employees will be periodically reevaluated, whenever new technologies are developed.
- Assume obsolescence - Learn why in a rapidly changing VUCA world, HR must adopt an “assumed obsolescence approach”. Which assumes that all people management programs that are currently effective will, in as little as 18 months, inevitably become obsolete. HR must also learn to recognize that many employees will also eventually become “obsolete” as the required skill sets and the types of work that needs to be done continually shift so dramatically that retraining is not possible.
- Focus on innovation – Learn the increasing value of innovation, which is easily seen because the top 5 most valuable firms are now serial innovator firms (Apple, Google, Microsoft, Amazon, and Facebook). And since innovation comes from people, HR must develop a more data-driven approach for increasing organization-wide innovation. And HR must take the lead in enhancing the required innovation support capabilities of collaboration, speed, learning ability and adaptability.
HR often does a poor job in marketing itself and demonstrating its value to the business. HR does, in fact, have a variety of levers to drive business results. The three primary drivers for improved outcomes are 1) strategic alignment, 2) cost savings and 3) productivity improvements. Of the three, the largest potential impact is creating the context in which productivity and innovation can flourish. It is important, however, to go beyond these general drivers and get as specific as possible about the ways in which HR adds value to the business. Specifically, ten levers will be discussed, including:
- HR’s ultimate metric
- Turnover of high performers
- The value of internal hires
- Productivity by engagement levels
- Costs of vacant positions
- Costs of managing poor performers
- Global staffing mix
- Strength of professional networks
- Proficiency curve
Nielsen is a leading, global information and measurement company that enables companies to understand consumer behavior. Nielsen measures and monitors what consumers watch and what consumers buy in over 100 countries. Yet Nielsen only recently turned its data know-how on to their employees. The data quickly revealed that they had an attrition problem in critical areas and quickly addressed the problem. By putting in some very powerful people programs, Nielsen managed to tackle attrition by 40% year over year. Learn how they did it!
You will learn:
- How they worked with the business to develop a predictive risk model.
- How they discovered the turnover in some of the most critical parts in the company.
- The unexpected success of action plans that were put in place to keep critical talent.
Aurora Health Care, a not-for-profit health care system, has 15 hospitals, more than 150 clinics, 70 pharmacies and more than 32,000 employees, including 1,800 employed physicians.
In this joint keynote, our speakers will share how they used advanced workforce analytics in conjunction with the strategic budgetary relationships to create a robust framework to determine staffing needs and improve drivers of employee turnover and patient experience.
You will learn:
- The journey into developing a mature workforce planning function at Wisconsin’s largest private employer by creating strategic partnerships with finance and operational leadership.
- How to indentify staffing needs through predictive analytics to ensure appropriate caregivers are available through organizational changes and growth
- How to utilzie predictive & prescriptive analytics to understand key drivers of employee turnover and clinical outcomes and employ retention and engagement strategies
- How to integrate workforce planning models and predictive analytics in a standardized manner in budget forecasts for robust planning
Have you tried and failed to put into action your Workforce Plan? Pitney Bowes is once again on the journey to embedd strategic workforce planning into their business. They’ve learned from their previous failures, so this time they are a) deeply integrating SWP not only across HR but also into the Business and Finance function and b) prioritizing their initiatives.
Take an opportunity to find out how Pitney Bowes customized a Strategic Workforce Plan that helped them drive decisions for their workforce of tomorrow as they continue in their multi-year transformation. Learn how better talent segmentation has already led to better business outcomes.
You will learn:
- How a customized SWP Model enabled smart and analytical decisions
- How Pitney Bowes’ SWP is not a standalone item, but embedded into the Business, Finance and HR Planning cycles
- How SWP helped PB make decisions on their build and buy strategy for talent
There are no shortcuts to building a successful analytics organization; it is like building a muscle. With the right vision and leadership we are changing the current paradigm within a well-established discipline for the largest private employer in the world.
Making the right talent decision for 2M+ associates around 28 countries worldwide requires a special kind of talent with unique skills. Global People Analytics – a corporate HR function – is a growing team of industry experts with backgrounds in statistics, economics, engineering and more. From optimizing scheduling or the associate experience, the team is responsible for guiding the evolution of Walmart’s complex workforce.
This presentation mainly focuses on how to build and manage a team of specialists and the infrastructure that needs to be in place in order to affect large scale changes. You will also hear how the team has built a social media ecosystem for real-time feedback and can be put to immediate use to improve the associate experience.
You will learn:
- How to get started on the right foot with a clear mission and vision.
- How to hire/retain the right talent and what to look for.
- How to make the case for the resources needed.
- How to connect analytics and social media for real-time insights into the associate experience.
Strategic workforce planning is the cornerstone of business operations. Although the base line principles for accomplishing workforce planning is similar for both private and federal work-sectors, the processes differ in application. The primary differences being, private work-sector organizations are profit driven and the federal work-sector is appropriation driven as established by the United States Congress. This panel will focus on federal specific workforce planning solutions that will provide a modified approach to the private sector, which generally dominates the discussion in public forums.
The discussion will highlight those baseline workforce planning principles and provide recommended strategic workforce planning methodologies, tactics, techniques and best practices that can be applied in a Federal workforce (as well as Private sector). These recommended solutions are designed to address the complex challenges of a 21st century federal workforce i.e. shrinking federal budgets, emerging technologies, cyber-security, age generation, etc. In addition to aid strategic workforce planners in the federal work-sector with bridging those knowledge gaps with delivering an end-to-end workforce planning process within their organizations.
In this panel, join the debate on:
- The macros workforce challenges that have the biggest strategic workforce planning impact.
- What are the baseline workforce planning principals that apply to both the private and public sector?
- How to collaborate to create a sustainable end-to-end workforce planning process.
Disclaimer: The views expressed do not necessarily represent the views of the Centers for Disease Control and Prevention, the Internal Revenue Service, or the United States.
Are you letting the good ones get away? The prevailing attitude that "lower employee turnover is always better" is a myth. In fact, some amount of turnover actually benefits your business. Unlock significant value by quantifying the reduction of high-impact turnover through a case study. Start by tracking attrition of your highest performers rather than the amount of turnover to help focus on retaining those employees most critical to your business.
You will learn:
- Why the traditional turnover metric is flawed
- How to create a metric to quantify the impact of turnover
- How to apply your metric to create change in your organization
Workforce planning can be demanding and frustrating. Does it feel like you are standing still, progress is slow in coming? Veteran practitioner or a rookie just getting started, here is a process to re-energize your program. Even if you have an existing competency model, this holistic, “role-based” approach will make a difference in accomplishing your workforce planning goals. Additionally, other HR areas will also reap the benefits of a more strategic and inclusive view of competencies.
You will learn how you can:
- Use a technique for “soft validating” the competencies needed to successfully execute your business strategy.
- Align your competencies by level according to strategic importance.
- Plot your company and business on an “S Curve” and bring more relevance to your competency needs.
- In 30 days, you can design a competency model that reflects strategic business needs and addresses competitive challenges you are facing in the market place.
The ability to leverage free open sourced technologies has become a critical part of gaining an effective workforce analytics capability. During this session, Jason will present several project case studies, the algorithms applied, and the free open sourced software programs used. The project case studies will also address the following predictive modeling challenges:
- Visualizing the impact of important patterns to drive action
- Make predictions as accurately as possible
- Rashomon effect and the multiplicity of good models
Jason will also provide demonstrations of the free open sourced software programs throughout this session using sample data.
SaaS platform Salesforce has a market cap of $55 billion and a 23,000 person employee base growing at 20+% year-over-year. In a fast moving company of that size, how do you turn a nebulous concept of engagement into a tactical talent strategy that reflects the company’s culture? Senior Director of Employee Success Ernest Ng will share how he uses people analytics to implement a talent strategy based in the Saleforce Ohana.
Ng leads a department specifically designed to prepare the company for five years down the road, including the types of support/benefits people want, how to increase overall wellness, evaluate the effectiveness of programs and practices, and how to leverage technology to drive the employee experience.
In this keynote, you’ll learn to bridge strategy and action to drive better organizational design and culture, specifically:
- How to use data to make corporate culture practical and tactical.
- Understand how people interact with the corporate culture.
- How technology trends like AI and social platforms are transforming employee expectations of organizations.
Welcome Networking Reception
Thursday, March 9, 2017
Opening Strategic Keynote:
Behavioral economics has documented how we all bring a bundle of biases to our everyday decision making, not least in how we see and evaluate others. Decades of research on cognitive biases have revealed that our minds are amazingly difficult to change.
Smart antibias design can change the way that we run any organization. It may not free our minds from prejudice, but it can make our biases less influential and help us to make our major institutions more inclusive and productive.
Smart design allows a way out of this thicket of biases, especially in recruitment and performance management. Using predictive analytics can fundamentally change how we evaluate candidates in hiring, promotion and performance appraisals, substantially decreasing the role that unconscious bias plays.
In this presentation, you will learn:
- Why businesses should care about creating a bias-free workplace
- How to design procedures that will level the playing field for all
- How smart organizations have collected, tracked, and analyzed data to identify and make necessary institutional adjustments
Learn about how AstraZeneca piloted a predictive analytics project to identify which recruitment sources drive better performance and retention outcomes for US sales employees. The case study will explain how AstraZeneca’s workforce analytics team 1) engaged HR and business stakeholders to gain buy-in for the project, 2) used basic statistical tests (correlation, regression, test of differences) to identify relationships between the hiring source and performance outcomes and 3) developed key insights that influenced the hiring process.
Organizations typically align their learning and development strategies and solutions with business priorities, but many face a greater challenge in evaluating and communicating their impact and effectiveness, and in using that as a basis for refinement and enhancement. Measurement is a key tool in the learning and development planning, design, delivery, evaluation, and continuous improvement lifecycle, and allows the talent development function to serve as a business enabler and driver for improved individual, team, and organizational performance.
In this session we’ll present Deloitte’s Development Measurement Strategy, including our approach and methods for:
- Evaluating individual learning programs to yield both telling and actionable data that is used to validate that learning and performance objectives were achieved, and/or to drive corrective actions
- Measuring the learning function’s alignment with the business, innovation, effectiveness, and efficiency to inform more value and impact-focused conversations with stakeholders
- We will discuss Deloitte’s leading practices and successes, and the considerations for how session attendees can do something similar at their organizations.
Like many industries, the defense landscape today faces a technology skills gap within its workforce. As the talent pool ages and technology innovations advance, there is a greater need for new workers with a highly skilled talent profile. Traditional STEM (science, technology, engineering and math) occupations and positions requiring STEM skills rank among the hardest to fill, according to a recent Society for Human Resource Management study. Defense companies face an additional challenge in attracting and, more importantly, retaining top technology talent as they face increasing competition from Silicon Valley.
As one of the world’s largest defense companies, BAE Systems, Inc. – the U.S. arm of UK-based BAE Systems plc – has a vested interest in employing the country’s top STEM workers. Realizing that competition from consumer technology companies and shifts in employee career behavior driven by generational differences (namely, more millennials entering their careers) could impact talent retention, in 2015 the company undertook a large-scale macro-economic analysis of the labor market and analyzed how it would affect its workforce.
Examining key factors – the impact of emerging technologies, STEM talent availability, competition, diversity pipeline, geographic factors and generational issues – BAE Systems ultimately identified the need for a more data-driven approach to talent retention, and has made analytics the backbone of its strategic workforce planning process. Infusing data into talent management efforts has resulted in faster and more effective response in addressing talent gaps, and helped to strengthen succession planning for critical roles within the company.
You will learn:
- The skills gap and talent competition currently facing the U.S. defense industry, and how BAE Systems is using workforce intelligence analytics to better understand how to address those issues.
- Strategic workforce planning using a data driven approach.
- Importance of integrating workforce planning into overall company strategy.
- Diagnosing talent gaps and identifying strategic actions to close them.
- Using analytics and employee demographical data to strengthen succession planning.