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.
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.
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
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.
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.
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
We all have heard the terms such as predictive analytics and data science used in workforce planning. We also know that Workforce Analytics as a discipline has evolved considerably in the last few years, particularly in the applications of science and statistics. Despite this progress, the impact of workforce planning and analytics efforts have been limited by the need to convince leaders to take action. In this session, Bob Motion will provide insight into the art of influencing and how to leverage insights generated by the science of workforce planning to generate transformation change through workforce planning.
Amazon is growing at a massive rate and is on track to hire 100,000 full-time employees within the next 18 months. To quickly scale, they leveraged the power of data to make better and faster hiring decisions.
In this session, you will learn:
- How to use data to quickly scale hiring
- How to use analytics to understand the intricacies of candidate supply and competitive demand
- How to rely on market intelligence to find local skills
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 robust collaboration involving Finance & HRBPs 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
Successful workforce planning efforts have always been rooted in business strategy – without this, even operational efforts will not lead to desired outcomes. The emergence of advanced people analytics makes this focus on strategy even more critical. An abundance of data and analytical methods can make it easy to plan for and provide metrics on “improvements” across every possible workforce factor; however, a full understanding of the interconnection of business, talent, diversity, real estate, marketing and technology strategies – as well as context from the talent marketplace and industry competitors – is required to truly deliver superior value. Hear how the global head of workforce strategy at BNY Mellon supports driving top-quartile talent and business results through people analytics and planning.
In this keynote presentation, you will learn:
- How workforce strategy is a holistic undertaking at BNY Mellon.
- How to analyze the effects of existing people processes and investments.
- How to prioritize the talent analytics agenda so the company can achieve its full potential.
- Key people myths that talent analytics debunked.
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.