Wednesday, February 28, 2018
We can now capture how communication flows between employees and quantify how people work. Ben Waber wrote the book and founded the company on how social sensing technology will transform the business and inform our new world of work.
Ben will share what you can achieve now in regard to how employees communicate with each other in the physical and digital world and how their communication patterns impact happiness, individual performance and organizational success. He’ll also share how social sensing technology will continue to impact how people work and how management can best maximize its future workforce.
You will learn:
- How small workplace changes can have major impact on employee performance.
- How to find hidden social networks to improve business performance and increase employee engagement.
- How the companies can start designing for the organization of the future.
In the age of big data and hyper-competitiveness in the business environment, it has never been more important for organizations to think strategically about their workforce. Strategic Workforce Planning and data-driven decision-making is a crucial element of workforce strategy and can be the starting point for organizations to think strategically about their workforces. But how should the organization go about creating an effective, value-add Strategic Workforce Planning function?
You will learn:
- Key success factors that differentiate high-powered SWP functions.
- How to create a vision for the SWP function.
- How to build a high-functioning SWP team.
- How to think through the processes and systems involved in SWP.
- How to think through the data and technology components of SWP.
How many times do you attend events, take a lot of notes, but then fail to put them into place when you return to work? This session is designed to break that cycle by giving you the chance to apply real-world “hacking” techniques to your biggest HR challenges and problems.
The end result? Through this creative destruction, we will break some of our old thinking, create new solutions, and then share our work with the other attendees at the end of the event.
If you are an innovative leader that needs a creative outlet, join us.
If could use some ideas for how to be more innovative, join us.
If want to take a break from listening and do some hands-on work, join us.
It is a known fact that a team or company can never outgrow its leaders. If we want our companies to be innovative, we need to practice this ourselves as HR leaders. In this special session, two proven voices in the HR community will moderate participatory sessions designed to help you learn the concepts of hackathons and apply them to the workplace with experiential learning exercises.
In Shell, we know that leadership drives employee engagement, and in turn, engagement drives individual, organizational, and safety performance. Because of this clear link between leadership, engagement, and performance, we want to ensure that our leaders are receiving the development and support they need to drive business value. We used people analytics to identify the likelihood of strong and weak leaders repeating their behaviors and used this evidence-based approach to create a business case for change. In this session, you will learn:
- How leadership and engagement are linked to performance in Shell
- The analytics used to help identify leaders who could benefit from support
- How we made the business case for the project
- How this research has been applied to leadership development
Danish drug maker Novo Nordisk is building an almost $2 billion insulin manufacturing facility in Clayton, North Carolina. This project is the largest single manufacturing investment in North Carolina history and will create 700 new positions. During this project, workforce planning, analytics and talent acquisition teams have come together to make sure the right people will be hired. They built a complex model to forecast future roles, but over time have continued to simplify their future forecasting. Hear lessons learned on creating a workforce action plan.
You will learn:
- How to scope a project this size—and lessons learned along the way.
- How to make sure you get the right people at the table—front-line managers.
- How to avoid analysis paralysis.
Verizon is going through a corporate transformation. During this period of rapid change, Verizon is focused on keeping their high-potential sales team. Verizon’s analytics and planning team has analyzed how to keep this key function performing for the company.
You will learn:
- How analytics have to be cored to any corporate transformation.
- How to remain agile to quickly respond to rapid transformation.
- How to collaborate across teams for better integration across the company.
At 84.51°, a wholly owned subsidiary of The Kroger Co., we believe in making people’s lives easier, and that applies to not only our customers but to our employees as well. 84.51° is a data, science, and customer experience company. Over the last two years we have looked to take our methods of analyzing customer behavior to analyzing and monitoring employee behavior in order to better understand unmet needs of our employees.
In 2015, we began measuring employee sentiment in real time, asking employees every week, “How Ya Feeling”. Knowing in real time how employees are feeling allows us to respond to employee feedback almost instantly without having to wait for annual and unwieldy engagement surveys. We now have almost two years’ worth of data – and critical control charts – that help us know when employee sentiment changes and the context to help explain why.
You will learn:
- The genesis of the employee sentiment tool.
- The approach to collect and track sentiment data.
- The benefits to our organization and our employees.
The lessons learned in using a weekly measurement of engagement.
Fortune 100 Financial Services company TIAA has a bold vision: to be a best-in-class HR organization that delivers value both to TIAA’s workforce and its customers. In this session, TIAA will reveal how their organization is shifting how HR operates to deliver increased value to their company, workforce, and customers.
Sharing their vision for a strategic, business-oriented HR organization, the presenter will discuss how TIAA’s HR organization is leveraging analytics-driven workforce strategies to create a differentiated HR experience for employees; demonstrate a return on investment in people through improved business outcomes; and leverage talent as a competitive advantage to create value for their customers and community.
Providing practical guidance, Jocelyn Caldwell will share the steps their HR organization is taking to drive culture, performance, and productivity throughout the company; to be trusted business advisors; and to strengthen accountability through the business and within HR. She also will share what she provides her the C-Suite at TIAA during their monthly business performance reviews.
You will learn:
- Blending thoughtful workforce planning with actionable analytics for organizational maturity.
- How to forecast for the business
- How to get—and keep—the ear of the C-Suite.
Thursday, March 1, 2018
For Google, the workplace starts with a culture that brings meaning to people and their work and is reinforced with people-centered, data-driven decision making. The People Analytics team has conducted research over the years to enable Googlers to make better decisions--from onboarding to compensation.
One key issue of research for the People Analytics team over the last couple of years is how to increase team effectiveness. Brian Ong (back by popular demand!) shares the research and applied practices to make great teams.
You will learn:
- How to take a data-enabled approach to measuring team effectiveness.
- What are the key dynamics of an effective team at Google.
- How this research has been applied across Google.
Organizational healthcare trends are causing revolutionary change and complexity in leading both community and large hospital systems. Costs, ambulatory trends, population health, IT systems, and well-funded for-profit competitors are forcing hospitals to seek partnerships to expand offerings and explore growth strategies to stay viable in their markets. Lahey Health is a leading healthcare system in northeastern Massachusetts that was formed very rapidly over a 36 month period.
Throughout this period of rapid growth, our mandate has been to consolidate and standardize as quickly as possible to realize the full value our new consolidated system offers while improving operations, financial stability, quality and continuity of care. Our program for HCI will deliver our lessons learned through the process of bringing multiple, formerly independent organizations together under a common operating model while at the same time responding to the intense pressure to bring costs down and maintain exceptional levels of patient care. Throughout this revolutionary change for our system, we are also challenged with engaging our colleagues, developing leaders to be inspiring and motivate all people, both clinical and administrative, to achieving business unit and organization goals while creating work environments across the system where people thrive.
In this keynote presentation, the CHRO, VP Talent and VP OD at Lahey Health have come together to share their insights.
You will learn:
- How to tackle complex organizational challenges, such as multiple mergers.
- How workforce analytics is supporting current and future decision making.
- How the operationalization of workforce planning has moved from a decentralized to centralized function and the pros and cons of each method.
Being a cloud-based file sharing company, Dropbox users share billions of files with each other each day, making data accessible and collaborative. The People Analytics team also wanted to enhance internal collaboration and decision-making by building a people analytics capability that started with the business priorities and ended with self-service capabilities to get the data into the hands of more users.
Head of People Analytics and Technology at Dropbox, Anthony Walter will share how they built their people analytics capability from scratch. He’ll share the key steps in their journey starting with the business needs, evaluating the needed technology, building internal capability for understanding people metrics, developing automated reporting and measuring every step of the way.
You will learn:
- What are the key steps any organization can take to build their people analytics function.
- What are the important steps is understanding business priorities first so you’ll get buy-in.
- What you need to get the basics right first--then build credibility for later investing in predictive analytics and technology.
“Human resources has really done a job on messing up the performance of my organization.” If you’ve ever been on the receiving end of that phrase – or any variation of it, you’re probably not alone. But in response to such general feedback, what actions should HR take? Intervene in just one area affecting human capital management – but which one? Try to intervene on everything that’s people-related? Or, should you question whether this is even an HR-related problem? NSA’s typical response in the past had been some combination of all of the above. However, more recently NSA adopted a different approach involving data discovery, that enabled HR to more effectively combine a number of relevant human capital metrics, and convert those to a human capital “readiness index”. Quantifying these factors allowed for a relative comparison between comparable business units. By inference, NSA was then able to ascertain whether a truly HR-related problem was in evidence. From there, contributing factors could be isolated, making more targeted exploration of the underlying factors possible. Please join us to hear a true story from the National Security Agency, and how disparate human capital metrics were combined to create a data discovery opportunity, which helped drive more targeted, cost-effective and data-driven interventions, and which could help to improve your organization’s human capital management.
You will learn:
- The process, circumstance and conditions when integrating human capital metrics into a single value for comparative purposes are most appropriate.
- How to incrementally deconstruct complex and unique human capital issues using both critical thinking and available human capital metrics, in order to empirically isolate the factors that are potentially contributing to sub-optimal human capital management outcomes
- How to arithmetically combine disparate sources of human capital data, in order to generate representative indices values, which allow for legitimate and rationale comparisons between comparable business units.
Ian Bailie will discuss how companies can prepare for the Future of Work by embracing a data-driven mindset in HR that will empower their people and help to drive meaningful conversations with the Business around workforce planning and talent strategy.
As candidate and worker expectations shift based on their career demands and experiences with consumer technology, organizations need to put their people and an investment in Digital HR at the center of their people strategies in order to attract, retain and manage their total talent pool. During Ian’s presentation, you will learn:
- How to create an ecosystem where individuals can choose how they continuously develop their skills, find work that makes the best use of their expertise and can have multiple careers working for one organization
- How companies can build flexible talent pools and pinpoint which workers have the right skills, where they’re located and how much they cost
- How organizations can determine whether or not they already have the foundational skills in place that they can lean on to develop those needed in the future