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What's driving the shift to human capital measurement The need for every organization to develop an effective workforce planning and analytics program is perhaps the single greatest opportunity, and challenge, for the HR profession in the coming decade. The business drivers are unmistakable - with aging workforces, higher compensation & benefits costs, and a scarcity of staff in many critical job roles, using data to measure the efficiency and effectiveness of the workforce ensures that talent acquisition, deployment, and retention strategies are closely aligned with business objectives. This workshop will outline several factors driving the adoption of human capital measurement today, helping participants build a business case for implementation within their own organizations.
Increasing the Effectiveness of Strategic Workforce Reports
Building Analytics Programs The Basic requirements.
Improving how your organization uses human capital data for strategic decision-making is no easy task. Challenges range from the strategic (deciding what human capital issues are most in need of
investigation) to the operational (creating a communications plan to announce the initiative). Failure to resolve the most important issues when rolling out a new program can result in delays, confusion, and resistance. This session will illustrate several of the most important decisions practitioners need to make when building an analytics program
Results from HR Market Intelligence Surveys, Market Overview and Trends
During the recession, websites like Forbes’ Layoff Tracker displayed a running list of companies that laid off hundreds, thousands or even tens of thousands of workers. Certainly, if CEOs had a more fluid method to relate slowing business performance to a decreased need for human capital in real-time they would have been able to gradually ramp down their staffing levels rather than decrease them so abruptly and publically.
As the economy rebounds, companies will be competing for the same top talent. Firms that have been strategic during the downturn by investing in streamlined processes and best-in-class technologies will be best poised to react quickly and snap up the most qualified talent first.
Human Capital Supply Chains defines the business processes, technology and organizations that are responsible for planning, hiring, onboarding and offboarding a company’s human capital. A new way for us to manage our human capital as efficiently and effectively as we manage all of the other parts of our business. Translating manufacturing and distribution supply chain lessons learned at Toyota, Walmart and Dell to the Human Capital Supply Chain is an obvious idea and makes perfect business sense. There is no doubt that if you want your firm to lead in the post-recession talent grab, you must start building your Human Capital Supply Chain now.
Identifying the Talent Gaps and Using CRM Analytics Across the Five Types of Your Workforce to Find the Best Fit for Your Organization
This session will review the key trends and challenges impacting HR
organizations and how HR is responding to the changing business
environment characterized by re-emerging growth opportunities and
continuing pressures to operate efficiently. The session will delve into
analysis from Hackett's benchmarking research to detail the
characteristics of world-class HR organizations, and their ability to
achieve greater effectiveness and strategic alignment while spending
nearly 30% less per employee on HR and operating with 25% fewer HR
The session will explore Hackett's research, which details how
top-performing HR organizations focus in three key areas: operational
excellence; complexity reduction; and business enablement. In this way,
world-class HR organizations provide a better platform to drive
talent-related services, including improved performance in workforce
planning and analytics.
This session will also highlight selections from Hackett's HR Capability
Maturity Model, which offers more than 400 detailed process maturity
comparisons across Hackett's HR taxonomy. Using the model, companies can
easily identify specific areas where they can move from lagging to
exceeding or leading practices, to improve HR performance.
The what and why of workforce optimization - building the Workforce Optimization Roadmap - real world examples of how to tie workforce strategies to business strategies.
Workforce optimization allows organizations to determine and execute the best course of action for new or predicted challenges to workforce goals that impact a company’s business strategy. Organizations that adopt workforce optimization will be able to complete the workforce strategy puzzle through the inclusion of workforce predictions, workforce modeling, workforce planning, and workforce implementation into their strategic core competencies.
In this session, attendees will learn of ways they can begin integrating predictive analytics into their HR technology landscape to answer questions like: will this new hire be a top performer? Which employees are most likely to turnover in the first year?...and more. Dr. Jim Young, eThority’s Director of Predictive Analytics and Modeling, will explain the basics of predictive analytics, and how paradigm shifts in predictive modeling will increase the accessibility of this technology. eThority President and CEO, Mike Psenka will walk attendees through real-life scenarios with “user-obvious” predictive analytics tool, AnswerBridge, and demonstrate the answers are often not what we expect them to be.
The purpose of this session is to give an overview for creating a team within HR which focuses on delivering Business Intelligence around the workforce. At the completion of this session, attendees will:
HR's Role in Building a Analytics Organization and How it Transforms into an Analytics Focused Organization
The journey from basic reporting, to HR metrics, to talent intelligence that allows HR to measure the function to the business can be long and complex. During this session, HR leaders will learn important steps that can help move their organization moving forward along this journey. Knowledge Infusion will discuss how to measure the maturity of an existing analytics strategy, steps to take to advance the strategy and what solutions are best suited based on current and future planned maturity in this area.
This interactive session will help leaders understand
· What “talent intelligence” means in the industry and how to tailor that term to the specific needs of their organization.
· How to create a strategy to drive business outcomes, and not just focus on measuring HR.
· What are the various technologies in the marketplace, the impact of acquisitions in space, and overall TCO of various technical solutions.
Attendees and participants will leave the session with an understanding of strategies and best practices to make the “right” technology selection for their organization’s current and future needs.
Using Analytics to Identify Critical Roles and Skills: Requirements to execute the organizations overall business strategy.
Accounting has a more than 400 year head start on HR as a profession. More importantly, accounting has international financial reporting standards (IFRS) and Generally Accepted Accounting Principles (GAAP), in addition to standard setting bodies who continuously update and issue new guidance. HR struggles to create even the simplest of common definitions for workforce measurement, reporting and analysis. This presentation will show attendees why this issue is critical to data driven decision making for the workforce and how HR can get in front and lead their organization into the future.
What Will Participants Learn?:
Participants will gain/learn
- A sample set of metric, reporting and analytic standards and processes
- The importance and value of standards for measurement, reporting and analysis
- How measurement and analysis standards can bring the organization together
- Insights into possible future SEC workforce reporting requirements for public companies
- Where to go and how to start, building the business case for standards
In 2008, when CP determined it needed to boost its workforce planning beyond typical supply analysis, it determined there were very few organizations conducting true demand planning on an organization-wide basis, taking volume and revenue factors and determining the needed staffing levels of the future workforce. But there is a multi-million dollar optimization opportunity that could be achieved by having the right people at the right time. Since then, CP has implemented a state-of-the art process that incorporates multiple historical and forecasted volume and revenue factors and allows user to model different staffing plans to meet those demand drivers. By coupling this level of demand-based scenario planning with rich supply analysis, CP now has the ability to truly understand its supply gaps and the business is motivated to incorporate the workforce planning into its processes. Attendees will leave the session understanding what a workforce planning model needs to look like to truly engage the business.
Learn how software giant Citrix Systems’ HR department is consolidating data from their diverse, best-of-breed applications into a single system to gain insight into the metrics that matter to their organization. Rich Berger, Senior Director of Global HRIS at Citrix will demonstrate how they’ve used DataTalent as part of their overall solution to deliver metrics on their workforce data surrounding headcount, compliance measures such as completion of required legal training courses and support of companywide KPI metrics via dashboards and flexible automated reports. Vince Jajuga, eThority Vice President of Business Development, will discuss elements to consider when selecting a workforce analytics product that encourages broad organizational adoption and comprehensive analytic capability. Attendees will leave the session with the knowledge to get started tracking and reporting on their own metrics.
The need for every organization to develop an effective workforce planning program is the single greatest opportunity, and challenge, for the HR profession in the coming decade. The business drivers and data are unmistakable – a comprehensive workforce plan is absolutely necessary if firms are to innovate and remain competitive in today’s global economy, strategies that are hindered by the potential for talent shortages across many critical job roles (nursing, technology, engineers, etc).
Historically, HR has conducted workforce planning with “guesstimated” supply and demand forecasts, often maintained in a myriad of Excel spreadsheets. Thankfully, today’s HR leaders have access to a range of methodologies and models that combine traditional workforce plans with advanced predictive modeling that demonstrate:
1. How the demand for talent - across different job families - will vary according to forecasted revenue, operating expense, and profit targets (“demand modeling”).
2. The financial impact of future workforce plans, based on growth in compensation, benefits, recruiting, training and turnover costs associated with different talent management strategies (“what-if financial modeling”).
3. Impact modeling - the projected impact of various talent strategies (productivity improvement, retention, buy vs build) on mitigating risk to business strategy execution.
In this presentation Anastasia will share her experiences and using a detailed case study, illustrate how leading-edge HR leaders are raising the bar for their function – using advanced models to more precisely project the impact of talent management on financial goals and strategy execution risk.
Common Mistakes in Talent Analytics - Panel Discussion with Peter Louch, CEO of Vemo, Howard Koenig, CEO of Aruspex, Mike Psenke, President and CEO of eThority and Brian Kelly, past President of Infohrm.
Key results from PwC Saratoga's 2010/2011 US Human Capital Effectiveness Report
PwC Saratoga’s 2010/2011 US Human Capital Effectiveness Report contains hundreds of workforce and HR functional metrics providing organizations with evidence based information around their workforce and HR function. PwC Saratoga's Human Capital Effectiveness Report has helped thousands of organizations quantify the impact of their workforce and HR measurement programs. Some of the key highlights from the latest US report include:
- While the recession has taken a toll on workforce productivity, it has improved quality of hire
- Voluntary and high performer turnover have decreased sharply
HR costs climb while HR headcount decreases.
Join Scott Pollak as he shares results from the 2010/2011 US Human Capital Effectiveness Report, and discuss plans for the US and regional 2011 Human Capital Effectiveness Surveys.