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Workforce Planning and Analytics

April 16-17, 2012
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 have recently celebrated the 1st year of success for this Institute. This event will launch the start of the second year in the Workforce Planning and Analytics IHR – again we thank you for attending. 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 at what has been happening within the Institute for Human Resources Workforce Planning and Analytics with the past twelve 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.

Marc Ramos, VP of Marketing(Aquire Inc)

In a perfect world, your workforce planning decisions would be the result of analyzing clean, complete data that you accessed from a centralized, secure online store. However, in the real world, Human Resource data is often sprawled across multiple ERP and HRIS systems operated by separate business groups—sometimes these groups aren’t in the same country, let alone the same office building. And it takes just one piece of erroneous Human Resource data to derail your company’s executive succession plan, a corporate merger or any other critical workforce decision. With the explosion and continued fragmentation of Human Resource solutions – now more than ever it’s critical that your workforce planning and analytics decisions are based on accurate and holistic data (no matter where it resides).

Attend this webinar Data Integrity: The Foundation for Successful Workforce Planning & Analytics (presented by Marc Ramos of Aquire) to learn how to remove the roadblocks to successful Human Resource initiatives caused by inaccurate information. You’ll learn how powerful data cleansing solutions play a pivotal role in workforce planning initiatives, how maintaining data integrity enables your company to be strategic by planning contingencies based on factual data and quantify the amount of money in terms of both out-of-pocket and opportunity costs your company can save using only clean, well-structured data. In addition, you’ll see real-world examples of the data integrity issues that can skew strategic workforce planning decisions. Plus you’ll see how a large multinational pharmaceutical corporation is using data integrity and analytics tools to improve their workforce planning and analytics efforts.

Cary Schuler, CEO(cfactor Works Inc.)
Deb Maher, Senior Director, HR Innovation and Analytics(DeVry Education Group)

The efficiency and performance of an HR organization has never been more relevant and critical than it is in today’s competitive environment. The pulse of an organization’s workforce must be felt in the key decision-making areas throughout that organization. On-demand insight into the workforce facilitates timely and precise decision-making across the organization and fosters recognition of the impact of their initiatives.

In this session, learn how DeVry Inc., a global provider of educational services and one of the largest publicly held education companies in the world, blazed a path to create greater transparency and improved decision-making capabilities by unleashing the power of workforce analytics.

DeVry’s blend of new technology and best practices represents a powerful transformation of how traditional HR metrics are aggregated, delivered and used. You will learn about DeVry’s strategic approach to next-generation workforce analytics and how it has empowered managers across the organization by putting the right information at their fingertips. Learn how they have eliminated issues that many organizations face, such as:
•        Ease of access to information
•        Accuracy of data
•        Timeliness and precision in decision-making
•        Linking data from various systems

Whether your organization’s current strategies are focused on onboarding, engagement, retention, or other key areas of HR, this session is a must-attend for HR professionals and leaders who want to understand various ways in which they can leverage data to improve performance across their organization.

Attend this session to understand how you can enable leaders across the organization to gain deeper insight into issues they are facing and to see the organization in a whole new light.

Theresa M. Welbourne, CEO(eePulse Inc)


High employee energy that is "in the zone" drives sales, customer enthusiasm, successful completion of strategic initiatives, quality, and the right retention. In this session you will learn why employee energy is a key construct for successfully leading and managing today's high-paced and high-change businesses. Dr. Welbourne will first define the concept of employee energy at work, which she first introduced in 1996 via several rigorous studies on the drivers of short and long-term firm performance.

Energy research comes from multiple bodies of theoretical work, including physics, sports physiology and marketing as well as core motivational theories from the behavioral sciences. In other words, there is a lot of science behind the measurement of employee energy. Energy is different from traditional attitudinal measures in that it is an optimization vs. maximization construct, and it varies considerably over time. Thus, the approach to measuring employee energy at work must be different from the way other employee behaviors are assessed. The "right" energy measurement strategy also becomes an intervention to create higher, optimized energy levels. Thus, the cycle of energy measurement and energy building will be reviewed.

After reviewing the core work on employee energy, the webinar then moves on to demonstrate how the winners of the Most Effective Leadership Practices (MELP) competition leveraged their employees' energy to improve their teams' performance. The MELP competition winners (announced February, 2012) were nominated by their peers or employees, and then the people affected by the leadership practices participated in a rigorous data collection effort.

Anuwat Raviwongse, Analytics(ManpowerGroup Inc.)

Utilizing contingent labor can provide benefits in terms of flexibility, agility and cost savings because high quality labor can be accessible when needed, as needed. There are challenges to making sure that the usage of contingent labor continues to add value over time. These challenges can be managed by utilizing an analytical framework that considers the interdependencies of client needs such as speed of procurement, cost to provide, and quality of product. Analytics can be leveraged to help define the client performance parameters and provide self awareness and help drive the actions needed to ensure optimal usage of the contingent labor program.
Benefits of Optimizing the Contingent Labor Program:
Properly utilizing contingent labor can be a great competitive advantage by giving companies high quality resources without long term commitments that can lead to under utilization. Analytics can help anticipate and align the skills and resources where it’s needed most at at the right time.
Different Levels of Analytics:
The natural progression of analytic capability involves understanding the benefits and users of the different levels of analytics from reporting and visibility to predictive analytics capabilities. The building blocks must be in place which includes the data, the infrastructure, and the processes.

Optimization Framework:
Optimizing the labor program is typically defined by the market as cost savings however there are several components in balance that a company must consider and agree upon with the staffing firm to be truly successful. We measure the value benefit to the client based on the interdependencies of quality of labor, speed to respond, and cost.

Leigh Branham, CEO Founder(Keeping the People, Inc.)

Employee engagement is not a program, a survey, a software package, or worst of all, a motivational speech. True sustainable engagement is a function of an organization's culture, which is the results of leadership's vision and behavior.

As companies and communities compete to attract and keep talent and employers, they have begun to learn lessons from organizations that have built "magnetic" cultures that hold and engage workers. For the past 17 years, Leigh Branham has studied the best practices of great workplace cultures, culminating in his recent analysis of 2.1 million employee engagement surveys completed by employees from 10,000+ companies.
In this webinar, Branham will reveal the six universal drivers of employee engagement that the best employers use to retain stable workforces and attract the employees they need to achieve their business objectives. He will also tell the stories of the companies who scored highest on the six drivers and describe the turning points in their journeys to become "destination employers." He will describe how these and other outstanding organizations have placed their “signatures” on the universal engagement drivers to create highly engaged, productive workplace cultures.

Branham, co-author with Mark Hirschfeld of Re-Engage: How America’s Best Places to Work Inspire Extra Effort in Extraordinary Times (McGraw-Hill, 2010), identified the six drivers based on their analysis employee engagement surveys from employers competing in Best Places to Work competitions--a study that is one of the most comprehensive snapshots of the U.S. workforce today and the largest-ever engagement study to include all company sizes.
Branham will also discuss the three factors that continue to have a profound impact on the ability of employers worldwide to create highly engaged workplaces. These factors—company size, generational diversity, and the economic downturn—are frustrating many employees as they attempt to maintain acceptable levels of employee engagement and organizational productivity.

Al Adamsen, Founder and CEO(Talent Strategy Institute)

Workforce Planning & Analytics (WP&A) has been a hot topic for many years now. It's interesting to talk about. It's accurate and worthwhile to discuss how data-derived insights can help HR be more strategic. It's even beneficial to explore how it can be done. That said, WP&A only becomes truly valuable when it's actually put into practice: when leaders, managers, and HR business partners use workforce insight on a frequent, recurring basis to affect positive, planned change. That’s when we’re doing our job. The question for many is: How do I start? For others it's: How do I get to the next level? For still others it’s: Is this right for my organization? Are we too small, too big, growing too fast, not at all, or downsizing? These and other questions will be answered, as will arguably the most crucial one: What’s my next step?

The session will be lead by Al Adamsen. Al has a uniquely valuable background in that he's worked internally at a F100 company, as a consultant with emerging and established brands, and with a leading technology provider. These diverse perspectives will help participants better understand the people, process, and technology changes that need to take place in your team, and in your organization, to your desired future state.

The session will address proven frameworks like the Data-to-Change Process, the HR Linkage Model, and the Three Workstreams. It will also explore leading-edge thinking around Talent Strategy Formulation, Measurement, and Management. In the end, by attending this session you will be more educated on Workforce Planning & Analytics, inspired that you and your organization can do it with existing data assets, and clear on what it will take to progress along your journey.

Dave Weisbeck, CSO(Visier Solutions)

Workforce Analytics has become a key business advantage for organizations, and a strategic pillar of a successful HR team. The challenge to overcome to have the sought after business impact is to ensure that stakeholders are bought-in, supportive, participating and have the information they need to impact the business.

Workforce Analytics has provided human resource organizations with the insight they need to reduce costs, increase earnings, and support the core business strategy. However, business strategies and organizational change are not implemented by individuals or departments, but are the result of collaboration and organizational alignment based on the need for action. The sharing of fact-based insights uncovered through collaboration on workforce analytics can break the inertia to action by bringing stakeholders into alignment.

Collaborate & share findings with stakeholders & influence decisions makers into action.

With workforce analytics, HR professionals can play a more pivotal role in their organizations to help direct senior management and hiring managers in connecting the dots between their company’s overall performance and their investment in their workforce.

Equipped with powerful workforce metrics, HR leaders can clearly identify and communicate to the “powers that be” precisely where their company’s investment in human capital is paying off and, more importantly, where it is falling short and why.

Companies must align their people strategy with their business strategy in order to be successful and profitable. HR professionals have a real opportunity to align workforce strategies with corporate strategies by easily sharing their uncovered insights – and telling their story in a compelling way.

This session presented by Dave Weisbeck, CSO, Visier, will explore these topics with a particular focus on sharing and collaborating on workforce analytics. How can those working on creating and delivering workforce analytics be more successful in aligning and influencing stakeholders with the right metrics for their organizations. How can they streamline the delivery of information to ensure workforce analytics lead to real decisions and organizational change.

Kristie Evans, CEO/Thought Leader(HR Logistics LLC)

Does this scenario sound familiar? Customers are complaining. Staff is grumbling. Workflow is not smooth. Turnover is increasing. Cost is increasing. Quality is dropping. You know something is not working, but you aren’t quite sure exactly what the problem is or where to start to identify it. When we experience this in the workplace, our first response is to start by asking questions and then oftentimes – as Human Capital Management experts – we gravitate to the job description for the cure. A tweak here, an adjustment there – an updated job description should smooth out the workflow, improve the quality of hires, and correct the problem, right? But wait! There is a critical question that has not been asked! **What is the work we are trying to accomplish?** We hope you join in as we review a case study of the application of workforce planning and analytics (WPA) at a large, healthcare organization in the mid-West. We used WPA to define the work, identify stakeholders’ and customers’ expectations, redesign workflows and processes, and THEN realign the job description to ensure the work produced the value expected and needed.

The reward of engaging workforce planning and analytics to define the work and identify expectations came back two-fold. First, WPA diagnosed the current problem and identified what was working well and what wasn’t. Second, workforce planning and analytics methodologies provided a foundation for decisions by documenting value outcomes for stakeholders, supply and demand, and opportunities for improved delivery now and in the future to prepare for growth.

Stacy Chapman, Co-Founder(Swoop Talent)

There is no one formula or best practice for workforce planning – the approach you need is driven by the results you want to achieve. If you want to achieve headcount control and accurate staffing forecasts, you need some solid mathematics. If you want to change the mindset of the business about talent, effectively explore your future workforce options and challenges, and drive talent strategy, then you need a lot less math and a lot more qualitative techniques.

“Qualitative” gets a bad rap in some parts of the workforce planning community because it’s accused of being “blue sky”, “irrelevant” and all kinds of other taunts. But “qualitative” does not mean lacking rigor or analysis. Qualitative means being rigorous with a range of hard and soft data and making judgements and decisions based upon those – not just based on available hard data.

If your workforce planning looks beyond 12 months (and it should!), you have no choice but to embrace the qualitative – there is too much uncertainty for numbers to have value beyond that horizon.

The challenge, of course, is using qualitative techniques with rigor, effectiveness and credibility – how DO you make the soft stuff meaningful to the business, and drive real change with it? How do you stop those “blue sky HR” taunts and get your leaders working actively with you on the future of your workforce? If you want to get this kind of movement happening in your organization, this session will give you five methods (and one golden rule) to getting results.

On the other hand, if your dream is to calculate the precise number of hires you’ll need in Q3 this year and to be thanked by the folks in financial accounting for achieving that kind of accuracy and control…well, that’s a laudable goal, but this session probably isn’t for you!

Aaron Sorensen, Principal(Axiom Consulting Partners)

Workforce planning can feel like trying to hit a moving target. Business conditions are constantly changing, but human resource executives are consistently expected to deliver the high caliber talent, where and when the business needs it, and at the right cost. How can HR executives prepare for the range of possible outcomes at any given time without peek at a crystal ball?

Traditional workforce planning, often tied to an annual operational plan and budget, may be appropriate for a relatively stable environment and a very short-term talent planning cycle, but it offers marginal value in the current business environment. Scenario-based strategic workforce planning, which embeds scenario planning concepts with strategic workforce planning methods such as talent segmentation and talent demand/supply forecasting, enables planning for multiple likely futures and can help ensure HR executives stay one step ahead of the twists and turns.

In this webinar, HR executives will learn how to unlock the potential of scenario planning to more proactively align talent supply with business demand. Specifically, HR executives will leave the webinar with an understanding of how to:

       Communicate to business leaders how scenario planning can take strategic workforce planning to the next level
       Identify business drivers to understand how value is created and determine how changes in the business environment can impact these drivers and talent management decisions
       Differentiate and segment the workforce along core organizational capabilities
       Utilize scenario planning techniques to map out the range of likely futures for your business and the implications for critical talent management decisions

Lori Morgan, VP, Sales & Marketing(OrcaEyes)
Dan Hilbert, CEO(OrcaEyes)

Building a business case around key programs fundamentally grounded in workforce planning enables you to present risks and opportunities to business leadership based on sound data and financial consequences. It involves identifying potential problems and opportunities for optimizing productivity.

These data for building business cases are available in your organization, but you have to know what key data points to use and how to translate them into the language of business. In this webcast, Hilbert will walk you through the initial steps of formulating a workforce planning program or system and help you to gain a solid understanding of the accessible information and make up of key data points to consider. Then we’ll present a method for using your metrics and analytics as supporting evidence for why your HR organizations requires funding and support to begin taking action today. During this insightful webcast, we’ll look at the following key components of developing a business case to gain the buy in and dollars you need to achieve organizational goals:

*The science of data analysis. Gaining the essential skills to pinpoint the critical data elements rapidly without getting lost in irrelevant data overload

*The key workforce drivers. Understanding and diagnosing the elements that measurably impact business by creating Human Capital-Business Risks *How to convey the Value Proposition to Leadership and Gain their Buy-In

*How Workforce Planning will transform the HR function and how you’ll be impacted in your new role as strategic HR

*How to design Human Capital metrics for leadership in business terms and speak the leadership language

Andrew Gadomski, CEO & Founder(Aspen Advisors)

The use of metrics, analysis and business intelligence has been on the rise in the human resources and talent acquisition spaces for some time. However, the ability to standardize within the human resource function has been limited. Recently, the Society of Human Resource Management (SHRM) has set forth an initiative to standardize any number of measures and metrics across the human resource spectrum.

The first standard that has been accepted by the American National Standard Institute is specific to talent acquisition, and is a standard regarding Cost-Per-Hire.

The use of metrics, analysis and business intelligence has been on the rise in the human resources and talent acquisition spaces for some time. However, the ability to standardize within the human resource function has been limited. Recently, the Society of Human Resource Management (SHRM) has set forth an initiative to standardize any number of measures and metrics across the human resource spectrum.

The first standard that has been accepted by the American National Standard Institute is specific to talent acquisition, and is a standard regarding Cost-Per-Hire.

During the session, the associate project manager for the Cost-Per-Hire initiative, Andrew Gadomski, will be reviewing the different formulas that you can use to measure yourself internally and also measure your organization and its CPH versus other organizations. The standard is more than simply one formula: it is actually a methodology. Andrew will review the Cost-Per-Hire comparable formula, the Cost-Per-Hire internal formula, and the recruiting cost ratio. The Cost-Per-Hire comparable presents a standard numerator and denominator that all organizations can use so they can compare apples to apples. The CPH internal allows organizations to add or subtract variables in the formula so it can measure Cost-Per-Hire with a unique value proposition for its business. The recruiting cost ratio makes a comparison of the cost of the employee versus the recruiting costs associated with that employee.

When all three formulas are brought to bear, they not only standardize communication and measurement within Cost-Per-Hire, but enable a practical discussion about resources to acquire talent as part of a competitive strategy.

Cost Per Hire

Jason Jeffay, Consultant(Mercer)

Understanding what constitutes an effective, actionable talent strategy and how to execute that strategy is the first step towards implementing a successful talent management program. A good talent strategy should support the “basic engine” needs that keep an organization running day-to-day, as well as address strategic challenges to position the company for future growth.

Understanding and managing the magnitude of change, quantifying the economic impact of talent solutions on business performance and measuring outcomes are critical elements of talent strategy. To be most effective, organisations must embrace next-generation talent management thinking and approaches.

The talent management landscape is in a period of significant change. For years we have seen various "pictures" of talent management, typically a circle or cycle of the various talent processes with some central or integrative mechanism at the core of the cycle.

What is at the core of talent management has varied over the years (competencies, high performance culture, development of high potentials, etc.) based on macro-economic conditions, development of new and innovative technologies, and documented successes from leading companies. This will continue to evolve moving forward, but the latest Mercer research indicates that the core of strategic talent management is the ability to forecast the talent pipeline and actively managing the mobility of talent.

This new research blends the changing world of talent management with the new, developing discipline of strategic workforce planning. Please join Jason Jeffay, Senior Partner at Mercer, as he presents a new vision for strategic talent management that focuses on five core principles:

• Know what Talent Matters
• Create the "managed pipeline" of talent
• Forecast the pipeline
• Accelerate the pipeline
• Govern the pipeline

Karen Piercy, Consultant(Mercer)
Matthew Stevenson, Consultant(Mercer)

Workforce planning is the topic du jour of senior HR and business executives across the globe. More and more organizations are focused on implementing strategic workforce planning but have very little practical experience in designing and implementing such programs. There is plenty of market research and consulting advice on effective workforce planning "models" around demand/supply/gap, but very little research and advice on how to deploy such models through a Center of Expertise (COE) approach.

Many organizations have created COEs charged with setting strategy, designing solutions and developing global policies. Expertise for a workforce planning Center will help the organization to report on, understand and manage human capital metrics – equipping it with the tools to convey trends in workforce data, identify areas at risk, or analyze the return and impact of specific HR initiatives.

Please join Karen Piercy and Matt Stevenson of Mercer for a thought-provoking session on how to launch a successful workforce planning COE.

In this session they will outline Mercer’s overall approach to the workforce planning process within an organization, and then describe the ideal role of a COE within each process step. Next, the presenters will describe different models of COE and how the Center can interact with management, operations and HR to deliver results. They will describe the key roles and responsibilities within a COE, and the recommended skills and competencies needed to make the Center work. Lastly, the presenters will walk through a workforce planning case study, pointing out the tasks competed and roles fulfilled by the COE throughout the process.

William Schiemann, Executive(Metrus Group Inc)

Traditional employee surveys—even engagement surveys—have run into leadership resistance when they have not been redesigned in a more strategic framework. While many studies have explored the relationship between engagement and business performance, recent research demonstrates that alignment and capabilities define aspects of the relationship between people issues and business results that engagement alone does not capture.

Dr. William A. Schiemann, founder and CEO of Metrus Group will introduce and discuss the Strategic Employee Surveys as a new, holistic framework for measuring and managing human capital—one that measures all three core factors of Alignment, Capabilities and Engagement.

Strategic Employee Surveys help line- and HR-leadership teams connect employee, customer, and financial performance; provide strategic direction for human capital investments; offer succession planning and leadership development input; motivate executives and middle managers to take focused action; and deliver crucial human capital metrics for boards and executive teams.

Dr. Schiemann will share a fresh strategic and practical perspective on how employee surveys and related measurement tools can serve as key tools in the strategic arsenal of any executive team. In this dynamic session, Dr. Schiemann will explore:

• New strategic approaches to talent management and human capital measurement
• Why “your father’s employee survey” is no longer the tool for top-level decision making—and how strategic surveys can provide big payoffs in key decision areas
• Groundbreaking research that links people measurement with business performance, using Metrus Group’s unique People Equity concept
• How organizations are using strategic surveys and other measures to drive business results
• Practical tips for building, executing, or converting your legacy survey into a more powerful Strategic Employee Survey that drives strategy execution and performance improvement

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