Workforce Planning Conference 2010

Continental Breakfast and Registration

Chairperson’s Opening Remarks

Dave Willis
Senior Vice-President, Inform

Panel: Workforce Planning Luminaries - Where We've Come From and Where We're Going

Panelists:
Lacey All
Director, Strategic Talent Initiatives, Starbucks Corporation

James Gallman
Head, Workforce Planning, Corporate Human Resources, Holcim Group Support, Zürich 

Mary Young
Principal Researcher, The Conference Board

Karen Jensen
Senior Director, Workforce Planning, Rogers Communications

Driving ROI on HR Technology Through Integrated Workforce Analytics

Significant investments made in large-scale HR transactional systems do not guarantee results. While HR staff derive value from the process efficiencies offered by HRIS systems, leaders are looking for insights that improve how they run the business. Consequently, raw data needs to be transformed into metrics and analytics that connect workforce and business issues at the point at which decisions are made. This presentation will outline how Comcast has integrated data from HR, Finance, and Operations to drive tangible business impact.

Bill Strahan
Senior Vice President, Compensation and Benefits, Comcast

Brian Kelly
President North America, Inform

Workforce Analytics: The Right Metrics

Organizations measure many things but the key is to come up with the right metrics to have the business focus on the most important talent opportunities and risks. It’s tempting to show everything but more important to show the right things.  Rogers has transformed its HR function to have HR partner with the business and drive business results – and they use workforce planning and analytics to power this partnership. 

This session will address:

• Using workforce analytics to help organizations optimize talent, mitigate talent risks and better manage workforce costs.
• How workforce segmentation transforms traditional metrics to the business impact metrics
• Creating workforce planning metrics that keep the business engaged and involved in planning future talent needs
• Integrating with the business - what workforce analytics should be used for HR and what should be available on-demand for executives

Karen Jensen
Senior Director, Workforce Planning, Rogers Communications 

Peter Louch
CEO, Vemo

Workforce Segmentation: Prioritizing and Investing in the Right People

• Breaking your workforce plan into key components and identifying those roles that are of strategic importance
• Identifying strategic, critical roles (that contribute to long term competitive advantage), core roles (essential to delivering products & services), requisite roles (which could be delivered through alternative staffing), and non-core role (skills that no longer align with the company)

Lacey All
Director, Strategic Talent Initiatives, Starbucks Corporation

Killer Analytics, Modeling and Forecasting – Combining Business, Finance and Workforce Data to Deliver Insight to the Business, not just Reporting

• Business leaders pay more attention to workforce trends and issues when the impact on the business itself is clearly shown – not just financials. The smartest projects are starting with a very business focused approach from scratch – think “How our turnover trends will impact customer satisfaction,” not “our turnover”
• These data points can also be used to build what if models for business leaders, so that the financial, customer, supplier and other business impacts of workforce choices can clearly be seen – and better workforce decisions made

David Ibarra
Director of HR Metrics & Analytics, Wellpoint, Inc.

Defining and Managing Talent Gaps: Developing a Talent Action Plan

• Weighing the costs of building vs. buying critical skills: Developing internal talent or acquiring external talent
• Utilizing contract/temporary labor

Dave Forman
CLO, HCI

Glen Kallas
Camden Consulting