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Workforce Planning and Analytics

December 14-15, 2011
This event has ended. Click Enter Event to view the archive.
Workforce Planning is the business process for ensuring that an organization has suitable access to talent to ensure future business success. Access to talent includes considering all potential access sources (employment, contracting out, partnerships, changing business activities to modify the types of talent required, etc.). Learn about the latest industry trends from your desk!

Do you want that competitive edge in your professional space? Do you want to assert your knowledge of current HR topics, trends within your domain? Why not set yourself apart from your peers and get certified with and the Institutes for Human Resources (IHR).

The Institute for Human Resources (IHR), the certification and accreditation process arm of, has a program for you! Many HR professionals have a general HR degree or certification with a wide spectrum of HR functionalities learned. The IHR is the only institute that focuses on niche areas within Human Resources. A specialty certification increases your market value, adds value to your work experience, furthers your knowledge, and recognizes you as an industry leader and/or expert in the field.

Conference Webcast Schedule
Cherise Sortino, IHR Community Facilitator & Master of Sales-emonies(

Welcome to the Institute for Human Resources Workforce Planning and Analytics virtual event. Thank you to everyone for your participation and support. We are now coming to the end of our first 12-month program! This event will be the fourth event in our series and will mark the conclusion of our first year! Find out what we have been up to and what we have accomplished these last few months. Join Cherise Sortino, Community Facilitator for’s Institute for Human Resources Workforce Planning and Analytics as she takes a look a look at what has been happening within the Institute for Human Resources Workforce Planning and Analytics with the last eleven months. During this short, 20-minute session, Cherise will review the progress of the Institute for Workforce planning and Analytics to date; review the certification program - have you signed up yet? If not, there’s a still lot of time. Get an update on the hours accumulated to date. Find out what you have missed, and take a look at what is coming up for next year’s curriculum. During this session we will: • Introduce you to the Advisory Board • Introduce you to the Institute and the Certification program • Help you become an expert in Workforce Planning and Analytics. Learn why this Institute is important to the Workforce Planning and Analytics community and how you can contribute to its success. If you are new to the Institute for Workforce Planning and Analytics, this introduction will cover not only our past accomplishments but also explain why you should continue to participate and be a part of this community.

Jason Noriega, Workforce Analyst(Lawrence Livermore National Laboratories)
Soo Tan, Workforce Analyst(Lawrence Livermore National Laboratories)

Employee turnover poses significant risks at the Lawrence Livermore National Laboratory (LLNL). During this session, we will present how we use predictive modeling techniques to find high risk patterns of employee turnover. The output of the technique we will propose is very visual and intuitive, and allows us to answer important questions.

• Are high risk employees in critical roles?
• Do high risk employees have skills that are difficult to replace?

With many variables effecting employee turnover, it is important to identify which variables are important, and what are the drivers of attrition. The session will cover a powerful predictive modeling technique that can sift through large amounts of data and variables to find high risk patterns of turnover. The output of this technique is visual and intuitive, which make it easier to understand and communicate to your organization. This session will also include an introduction to data mining and predictive modeling. How predictive modeling is commonly applied outside of HR, but how you can take that same concept and apply that to your HR data. We will also show you how data mining and predictive modeling has been applied in different scenarios at the Lawrence Livermore National Laboratory, and our approach to managing our data using automation techniques in Excel.

In the end, predictive modeling provides HR with a laser precision focus on employee retention by isolating potential problem areas of turnover. This enables the effective development of retention plans and strategies designed to prevent our best and brightest from leaving.

Lexy Martin, Research and Analytics(CedarCrestone)

Lexy Martin, Director of Research and Analytics, CedarCrestone for 14 years has tracked HR technologies and the value organizations achieve from their use. The annual CedarCrestone 2011-2012 HR Systems Survey, available at, tracks adoption and deployment for over 40 HR technologies. From the data from the survey, CedarCrestone can show which technologies and deployment approaches are creating the most value for adopting organizations. Eleven of these applications are BI/analytics in nature. In this webinar, Lexy will put BI/analytics technologies in the context of all HR technologies being adopted by organizations with over 500 employees and show the roadmap that many of the survey respondents have followed to date. She will focus on three areas of BI/analytics technology adoption: BI foundation tools such as a warehouse, middleware and push technologies; reporting and visualization approaches such as operational and ad hoc reports and dashboards; and workforce optimization applications including workforce analytics and workforce planning. She will report on which ones are being adopted, how they are being deployed, and how they are being delivered. From the survey, she will report on adoption level today and plans for adoption in the next 12 months and three years. In addition, she will cover HOW these technologies are now being deployed and the forecast changes to the deployment model. She’ll also show the BI/analytics toolkit that has the best chance of delivering real business outcomes in your organizations. It requires a real organizational-wide commitment and technology platform. She will conclude with the leading practices you should consider as you round out your HR technologies application portfolio.

Gene Pease, CEO(Vestrics (Formerly Capital Analytics))

With the generational turnover of Boomers retiring, Gen X rising and Millennials filling in the gaps, it’s no surprise that companies are scrambling to prepare the leaders of tomorrow. As investments in leadership development increase, so does the demand on human resources professionals to prove the impact. Human capital initiatives have traditionally been considered too difficult to quantify, let alone able to be improved through data-driven insights.

Advances in the field of human capital analytics have given HR professionals a new tool kit with which to approach leadership development. Not only can HR use business data to calculate an ROI on soft skills, but statistical modeling and data analytics provide insights into leadership development that make the initiative stronger and the spend smarter. This presentation will explore the work of thought leaders, including John Boudreau and Tom Davenport, who have unlocked HR’s ability to quantify investments in people.

Advanced analytics can help prepare tomorrow’s corporate leaders by showing where—and with whom—the investment is working and where it can be improved. A case study of first-level leader development at ConAgra Foods will show participants how a leading organization applied key concepts in measurement and evaluation. By conducting an in-depth study into their leadership initiatives, ConAgra’s HR executives were armed with powerful data to report successes to upper management and a plan for continuous improvement.

ConAgra Foods initiated the Foundations of Leadership (FoL) training program for their front-line supervisors to help unite a company built through acquisition. ConAgra Foods partnered with Capital Analytics to evaluate business impact on a plant and individual basis of their trained and untrained supervisors. Not only did FoL have a strong ROI, but ConAgra Foods received intelligence to improve the program going forward.

Anuwat Raviwongse, Analytics(ManpowerGroup Inc.)

Despite the slow and uneven recovery from the global economic downturn and lingering high levels of unemployment in many markets, organizations around the world still report that they cannot find the talent they need when they need it. They are looking for evermore specific skill sets and taking longer to fill job vacancies as they wait for the economy to fully rebound and their businesses to get back to “normal.” But global economic forces have strained existing models and systems to such a point of tension that they are no longer sustainable. There will be no return to the pre-recession “business as usual.”

Part 1 – The Human Age: Talent is the Key Competitor

Instead, organizations are operating in the “new normal,” where the economic pressures of the last few years have forced them to do more with less, and they’ve discovered that they can accomplish amazing things despite reduced resources—as long as they have the right people in place. Talent is becoming the key competitive differentiator, and countries and companies with access to the right talent are positioning themselves to succeed in the rapidly changing world of work.

As we enter the Human Age, when human spirit and potential will become the driving force behind enterprise and innovation, having the right people in the right place at the right time becomes more critical than ever. Yet, as the global economic recovery continues, employers report increased difficulty filling open positions, despite an apparent surplus of talent amid high unemployment.

Part 2 – The Supply/Demand Mismatch: Talent Shortage Survey

This year, Manpower expanded its sixth annual Talent Shortage Survey not only to gauge where employers are having difficulty filling available positions, but also examine why organizations are facing a lack of talent and what they are doing to mitigate these challenges. The results reveal increased difficulty finding the right talent in the wake of global economic recovery with limited effort to systematically fill the gaps—and notable regional variances.

• ManpowerGroup research reveals employers in India, the United States, China and Germany report the most dramatic talent shortage surges compared to last year. In India, the percentage of employers indicating difficulty filling positions jumped 51 percentage points.
• Nearly one in four employers say environmental/market factors play a major role in the talent shortage—employers simply aren’t finding anyone available in their markets. Another 22% of employers say their applicants lack the technical competencies or “hard” skills needed for the job, while candidates’ lack of business knowledge or formal qualifications is the main reason identified by 15% of employers.
• Approximately three-quarters of employers globally cite a lack of experience, skills or knowledge as the primary reason for the difficulty filling positions. However, only one in five employers is concentrating on training and development to fill the gap. A mere 6% of employers are working more closely with educational institutions to create curriculums that close knowledge gaps.

Part 3 – Addressing the Talent Shortage: New ways of thinking

Winning in the changing world of work requires a new way of thinking about and approaching your workforce. To address the gap in the availability of talent and adapt to the changing world of work, organizations will need to adopt workforce frameworks that take into account Work Models, People Practices, and new Talent Sources. Examples of solutions include work labor arbitrage, virtual work models, and workforce mix.

Dave Weisbeck, CSO(Visier Solutions)

At the end of this session attendees should have a strong working knowledge of workforce analytics, its benefits, how to progress from beginner to advanced usage, how others have started and used metrics to their advantage, and finally an understanding of future trends in workforce analytics and planning.
The session will start by setting a baseline definition of workforce analytics. This baseline will serve as a framework to describe the potential benefits of focusing on data and metrics in HR with examples of what can be achieved. This theme will be expanded to provide information on both how an organization can start with analytics, or advance in their metric maturity. Regardless of whether attendees, or attendees' organizations are just starting in metrics or looking to expand their usage or add additional innovative insights a model will be shared to help them map and plan for increasing maturity. This model will show organization how they can plan and progress from beginner stages to advanced stages in a stepwise fashion.
To showcase what other organizations have done with workforce analytics two case study examples will be shared. One that highlights an example of an organization that recently started in workforce anaytics and how they approach their organization for buy-in and support. The other case study relates how a sophisticated organization used advanced techniques and an innovative or leading edge approach to the use of metrics to gain real advantage in the competition for talent.
Finally, the session will conclude by covering a survey of current and future trends in workforce analytics and associated technology. This will include providing insight into the pros and cons of the different approaches organizations may take to implement workforce analytics and insight into new technologies on the horizon.

Chris McLatcher, Director of Business Intelligence & Analytics(Ultimate Software)

Business Intelligence (BI). Analytics. Big Data. Now more than ever, companies realize their workforce data is a strategic asset—allowing for the expert workforce visibility needed to gain a sharp competitive edge. Empirical evidence is proving that analytically-driven companies are outperforming their competition, in some cases by significantly wide margins. IBM recently reported that analytics-driven organizations perform 222% better than their peers. It’s clear that gut-based judgments are being replaced by data-driven decisions. But how do you capitalize on the ever-growing amounts of workforce data generated in your organization each and every day?

Once only utilized by organizations’ sales and marketing functions, detailed metrics can now help companies more effectively utilize their HR data to make fact-based decisions about their human capital investments. New technologies are emerging that will help companies effectively harvest this data, but companies must be prepared. There is a maturity model that can impact whether or not companies will be successful in capitalizing on this data.

Join Chris McLatcher, Director of BI & Analytics at Ultimate Software, during this informative discussion about Business IntelligenceI innovations within the human capital management (HCM) space. You’ll get an in-depth look at hot, up-and-coming business applications, gain a better understanding of “big data’s” role in shaping the HR landscape for years to come, and hear a real-world case study of predictive analytics’ impact on business results. You’ll also discover how BI can empower HR with the expert insight needed to contribute to their company’s bottom line. Don’t miss this informative and exciting session!

Al Adamsen, Founder and CEO(Talent Strategy Institute)

We’re in a tumultuous era. We’re in a “new normal,” a period fraught with heightened uncertainty and risk, yet littered with opportunity for those prepared to identify and seize it. How then can an organization identify opportunity? How then can leaders mitigate risk and create a comparatively clear path to the future? The start of the answer begins with the realization that they can’t do it alone. They need help. They need the help of the people within their organization. How can they help? For one, they can execute business strategy, and they need to do it efficiently (to optimize the return on investment) and effectively (to satisfy and inspire customers). How does this happen? Well, it doesn’t it happen by accident. It happens systematically. Some leaders are conscious of this and manage the organization accordingly. Some are not and let the organization move at a pace and, at in some cases a direction, of its own making. So then, how can leaders move their organizations in a direction and at a pace of their own making? The answer is by formulating, measuring, and managing a well-planned Talent Strategy.

Great, but what is a Talent Strategy? What does one look like? How is it put together? What purpose does it serve? Who's involved? How will it be measured? How will changes be made over time?

For too long, as opposed to thinking systematically about the employee life-cycle and the employee experiences within it, leaders have simply implemented new processes when the perceived need arose or when old ones were deemed inadequate. Little exploration and planful thinking went into how processes intertwine and how, similarly, employees perceive the intertwining. Of course, such perceptions are real and affect employee engagement, productivity, retention, and other desirable outcomes. Enlightened, high-performing companies get this, and some of their stories will be shared in this session. Also shared will be innovations that are just now taking hold given the emergence of related technologies and bold leaders willing to use them. In the end, you will have a better understanding of Talent Strategy formulation, measurement, and management; you will be inspired to get it done; and you will view a clear path to create and implement one in your organization. Please join us for this holistic, confidence-inspiring session that will help your organization get where it wants to go.

Rana Hobbs, SR Director of Workforce Planning(Aasonn)

In the dynamic and ever changing world of business, it is imperative organizations stay agile to match the demands placed on them. The more quickly organizations can adapt and realign their structures with these changing conditions, the better their chances of success. Leading organizations are able to react quickly to changing internal or market conditions so as to seize market opportunity or avoid risk. There are two pieces fundamental to this agility – your people and your structure. When people and positions are in alignment, business is most effective. However, even with best talent, if not structured for success, they will hinder an organizations growth.
Organizations often lack a way to visualize the workforce and structure currently in place, and to then collaborate around change decisions, create change options, and assess the impact of change scenarios. As a result, organizational change becomes more risky, more costly, consumes longer cycle times, and jeopardizes the organization's ability to meet strategic objectives.

The questions are how can organizations continually aligning themselves to their strategies within fluctuating business and workforce conditions? How do they move quickly? Meet financial targets? Retain the right employees? Manage an efficient process?

To be a truly agile organization, you must be able to manage change from minor reassignments to major structural changes, so as to maintain constant alignment of your workforce to your most critical business objectives. In this session, we’ll cover how data visualization within organizational planning provides a strategic and systematic approach to enabling planners and managers to collaborate on options and to fully comprehend the impact of all structural changes before taking action.

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IHR Certifications
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