Click the "add event" button to create a listing for your event
Welcome to the Institute for Workforce Planning & Analytics 5th virtual event. Thank you to everyone for your participation and support. Over 7600 attendees have joined us to increase their expertise in Workforce Planning & Analytics . They have been on their journey to set themselves apart from their peers. Don't get left behind! Come join us and learn how to become a leader in Workforce Planning & Analytics. This two day event is the fifth since the Institute’s launch in 2011. The purpose of this introductory session is to provide you with an update on webcast topics and introduce you to speakers that will be presenting on August 8th & 9th. In addition, for those of you who have not participated in one of these events in the past, you will be shown how to register for any newly-added webcasts and make use of the virtual Exhibit Hall, where you can increase your knowledge on product and service suppliers in the compensation arena. You will also learn how to network with your peers by visiting the lounge. All of these webcasts have been approved for HRCI recertification credits – with the exception of this introductory webcast. We will review the certification program - have you signed up yet? If not, there’s still lots 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 the next couple of months. During this session we will: • Introduce you to the Advisory Board • Introduce you to the Institute and the Certification program • Help you learn how to become an expert in the area of Workforce Planning & Analytics. If you are new to the Institute for Workforce Planning & 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. For those with questions regarding the Institute and its content this is your chance to share your ideas. Looking forward to your participation in this event.
It’s very likely that your organization has some sort of workforce planning or analytics process in place. Whether it's a full blown enterprise software system, a dashboard or reporting solution, ad-hoc excel spreadsheets, or using an abacus, one of the biggest challenges is creating outcomes from your data. Where do you start? How do you interpret the data in front of you? How do we arrive at tangible outcomes and processes?
When exploring your organization's data, not every "answer" is truly an "answer", rather, it's a seed for another question. In this webinar, we'll examine why the word "why" is the most important tool in arriving at conclusions and outcomes in the workforce planning process. Further, we'll explain the methodology of asking "why?" until you arrive at "what" (action to take).
Understanding the synergy between a workforce planning and analytics solution and the real-world knowledge and organizational context that only human members of an organization can understand allows practitioners to combine the two pieces to create end-to-end workforce solutions. These solutions will deliver ROI, minimize risk, and optimize the performance of the organization’s workforce.
We’ll also explore various unique real-world scenarios that we have worked with client organization’s on. How they applied the “why” “why” “what” chain to find areas of ROI, root causes, and create and implement action plans and solutions.
While each organization is unique and will have different “information chains” that lead them to their outcomes, there are tangible best practices to the approach and thought process with which to approach workforce planning.
** THIS PRESENTATION DOES NOT QUALIFY FOR AN HRCI OR IHR CREDIT **
Strategic workforce planning is an initiative that every organization knows they need to focus on, but very few companies know how to develop a coherent workforce plan to expand their business. If you buy software to scrape an HRIS database to build a spreadsheet filled with your workforce performance numbers, how does that spreadsheet really help meet your company’s strategic goals? Although companies are now pushing for accountability through metrics, they often waste time and resources by leaning on the crutch of massive amounts of metric data—finding a “solution looking for a problem to solve” rather than thinking strategically about how the right data can shape their workforce initiatives. To create a successful workforce plan, you need to know both the how and the why behind the key performance indicators (KPIs) you need to analyze, put them in the context your company’s strategic goals and then build an actionable plan for every manager to follow. Attend this Aquire-sponsored webinar to learn the secrets of constructing a truly “business first” workforce analytics plan for your company. In this session you’ll learn exactly which industry-standard metrics and KPIs your company should use to quantify the impact of your plans. You’ll also learn how to define a successful workforce initiative, get actionable tips on ensuring the most accurate metrics and see real world examples of how benchmarking your success relative to peer groups provide valuable context for your goals. This is a must attend webinar for organizations wanting to build a strategic workforce plan within the next year.
How many employee surveys have you done or heard of? How many of them really made change happen?
We can all say that top management support is necessary for this to happen: It's a given. However, there a number of things we can do to improve the chances of effective change by planning the survey effort.
Among these are:
Not using agree-disagree scales. It has been known for the last 40+ plus years that this is one of the worst kind of scales to use.
Include the survey process into the normal business planning cycle.
One way to influence an organization is to become part of its planning cycle - its goals, objectives, and budgets. Employee involvement efforts can achieve this by scheduling survey events so recommendations were ready the month before goal setting and budget planning sessions. To accomplish this, schedule backwards. For example, if budgets are due in June, present survey recommendations in May and develop them in April. Analyze the survey recommendations in March, and distribute the survey(assuming a "one shot" survey) in February. Determine the survey groundrules in January, and form the survey group in December. By scheduling this way, surveys deliver the maximum "punch" possible.
Create and communicate clear, specific actions from the employee survey data.
"We must communicate more," and "We must change people's attitudes" are often the recommendations that come from surveys. Unfortunately, these platitudes do little to fix the problems that survey responses describe. Specific changes in policies, personnel and procedures are what many employees want.
Organizations must inform employees about survey planning, data collection, and implementation plans. Without this communication, employees who would otherwise support the survey become confused, frustrated, and eventually complacent. Loss of this critical mass of support may eventually doom whatever changes the company implements.
Don't look for what you already see.
Many organizations believe they understand their problems, and call in consultants to work out the details. This is a self-fulfilling prophecy. If an organization investigates only subject "X", they will only get back information on subject X. They may overlook other issues of major concern.
Use multiple survey methods.
Using multiple techniques to ask about the same kind of information is a hallmark of good information gathering. Any surveying technique has its weaknesses. For example, numerical surveys (where survey items are rating one a scale of one to five) are easy to score. However, how you write the question may not exactly apply, and misses getting to the heart of the matter. An organization may miss discovering important issues because they didn't ask.
On the other hand, open-ended questionnaires have less of this problem. This is because questions are less precise, and so get richer information from the survey taker. Unfortunately, the more open-ended the questionnaire, the harder it is to score. Whoever summarizes written comments injects their own opinions into the rating process, something that does not happen with numerical surveys.
It is best to many approaches if possible. Focus groups and individual interviews are useful at the very beginning of the survey effort to find broad areas of concern. Open-ended survey questions and numerical surveys can pinpoint specific issues, and allow employees to express their concerns anonymously. Organizations can use focus groups again to get feedback on specific issues or recommendations. employee surveys or employee surveys or employee surveys employee surveys
Keep the data anonymous, but communicate the actions.
Organizations often keep survey information anonymous and confidential to increase the accuracy of the data received. This rule of thumb is usually a good idea, but also can have its drawbacks. Among these drawbacks is the uncertainty of what to do with allegations of illegal actions. Additionally, confidentiality can lead to nonaction by those who need change the most.
Decide how to analyze data before you gather it.
Whenever creating surveys, decide how to analyze, chart and graph the data before employees complete them. This approach avoids bias when there is no set procedure for analysis, and reduces last-minute panic when the data comes flooding in. After developing the survey and are uncertain about analysis, give your preliminary survey to a sample of people who are similar to your employees. Use this sample to fine-tune your questions, decide how to analyze the data, and change the questions to make your analysis easier.
Decide on your sampling plan, and how to "break out" the data.
Many organizations survey their employees, usually once a year. But because the organization surveys only once, management can't distinguish between flukes and trends. Only surveying multiple times a year, using a sample of employees, can an organization distinguish between special, one-time events and ongoing concerns.
When deciding a sampling plan, decide how to break out the data before distributing the survey. Is there interest in finding out how staff employees feel compared to line employees, or how each department answered the survey? These comparisons can help pinpoint employee groups concerned about an issue.
Involve influential employees in the survey effort.
Organizations can survey their employees, accurately assess their needs, and still meet with resistance to change. One way to lessen this problem is to involve formally and informally powerful employees in the group that develops or selects the survey, distributes and analyzes the results, develops recommendations, and implements solutions.
Never survey without acting.
Management can survey their employees to assess working conditions out of curiosity, or to relieve their anxieties about everything being "all right." However, surveys raise expectations by those who take them, and those they tell. When expectations of change remain unfulfilled, employees can become more demoralized than before the survey.
Management must decide what actions are possible and what are not, even before the survey group gathers the data. When employees or raise concerns, management needs to communicate that they understand their concerns. If management cannot immediately solve these issues, employees must know this.
Use surveys with good reliability and validity.
Validity is how well a survey measures what it should. This usually means measuring each survey topic with several questions, and in several ways. This usually means at least three questions, preferably five on each survey topic, and asking similar questions during interviews and focus groups. Review the survey's validity by comparing it to existing methods of gathering information to minimize missing or unclear questions.
Reliability is how consistent the survey is over time, and the consistency of survey items with each other. If a survey is unreliable, survey statistics will move up and down without employee opinions really changing. What may look like a significant change over time may be due to the unreliability of the survey methods used.
HR Metrics and Analytics are no longer 'nice to haves' but are now 'must haves.' CEO's have become more demanding of data related to people. They want to make decisions that are backed by relevant and accurate data. You must be able to track appropriate efficiency and effectiveness metrics internally, but more importantly USE the people data to determine which employee investments will produce the best results for the organization. By converting metrics already present in most HR departments to valuable analytics, you can gain insights into the business arming line management with timely information making your operations more effective. HR has been wanting to become and viewed as more strategic, by understanding HR analytics the HR professional will have a tool that enables him/her to prove HR’s strategic impact in the organization.
The 9 step process will be discussed, understanding what has to be accomplished at each phase. The steps include:
1.HR’s vision linked to business strategy
2.Build a STAR HR analytics team and agree on deliverables
4.Create models/decision trees/answer business questions
7.Review models and perform analysis
9.Implement and assess
A simple review of basic statistical techniques will also be discussed so that attendees understand when to use tests like correlation, regression and anova.
Attendees will get the chance to view a real lie case study that shows how an HR department was able to make better decisions on which initiatives would have more impact. By using data already stored within HR, the case study takes a step by step approach on how to turn the metrics into valuable analytics.
Why do nearly 80% of corporate mergers fail despite shared visions of better operational leverage, greater efficiencies, access to new markets, etc.? Inmost cases, “culture clash” is major contributing factor. What can be done to minimize the inevitable distractions, turf wars, and even the perception of“winners” and “losers”?
In any relationship, dynamic human factors that come into play can be hard to anticipate. Major changes create anxiety, and can lead to poor judgment and a lack of focus on what’s really important.
Today it is not unusual to have several corporate identities, with employees spread out in different locations all over the world. Turf wars and even some degree of passive aggressiveness are notunusual. In some cases, the newly blended organization brings former competitors together under one roof!
For these reasons and more, the importance of a proactive HR strategy cannot be overstated. HR leadership, as opposed to simple administration and cleanup, is vitally important. As HR leaders we must provide critical input that can become a fundamental part of our organization’s merger/acquisition strategy. History tells us that “culture clash” is an all-too-common cause of failed mergers. Where can HR add the most value?
One of the most important components of a successful M&A strategy is proactivecommunication. By anticipating the questions that each segment of our audience will have, we can minimize stress, distraction, and our own time dealing with repeated inquiries. For many reasons, (confidentiality being primary among them), even HR doesn’t have all the answers until the “deal is done” – an announced.
Change management requires setting (and meeting) expectations appropriately, communicating early and often, and most importantly anticipating questions.Every stakeholder has needs for information that will help him or her create plans that minimize disruption during periods of uncertainty and change. Despite our best efforts however, unforeseen developments are inevitable. This requires us to be nimble and maintain a certain degree of flexibility as we field a barrage of questions from stakeholders up and down the corporate ladder.
Coming together on common ground around mission, vision and values is a positive step toward a combination of potentially incongruent corporate cultures. HR strategists understand that there is give and take on both sides, and mergers often require that we abandon certain long-held beliefs “for the good of the team”. This can be painful for long-term employees especially. We will discuss two examples in which an attempt to forge a new culture under a new set of values was particularly successful.
In this session, you will explore, from the HR point of view, the many reasons why some mergers and acquisitions are successful but more are not. Your presenter, Alan Preston, will speak from first-hand involvement in many high-profile (and successful) mergers, including eBay’s high profile acquisition of PayPal in 2004.
Many times human resource professionals are called upon to hire a consultant and they don’t have a clue where to start. This fast-paced webinar will give you the road map you need to accomplish hiring just the right consultant for your project. We’ll begin by looking at how to design an RFP (Request For Proposal) that works for your project. Included in this area, we’ll cover nature of the engagement, scope, and deliverables. Then we’ll move along to how to develop a list of possible firms that can help, including referrals from your colleagues, web searches, and local advertising. We’ll talk about how to evaluate the ability of the firms to help. What kind of a track record does this firm have? Whom have they helped in the past? Do they have references you might call? Do you feel confident that they can help you? Do they seem trust-worthy? Do you like the people you will be working with? (Hint: Sometimes the big consulting firms will have their principals sell the engagement and their fresh MBAs perform the work.) We’ll conclude by focusing on how to avoid the pitfalls that can sabotage your project, including scope creep, lack of performance, and related to that, lack of follow-through. You want a project that runs smoothly and gives you the results you are looking for. When you use this step-by-step approach, you are much less likely to have a problem and much more likely to have an engagement that is a win-win-win for everyone involved.
Two critical forces are coming together to increase the chances that your hiring will be unsuccessful. One, you have too much to do already and will likely not have enough time to really do the due diligence you think is needed to pick the right candidate. Given that, you'll likely go with your 'gut', which research shows is the least effective way to hire. Two, you company needs that job filled NOW adding to the pressures. Even with the most excellent interviewing techniques, people tend to hire for very different reasons than what they fire for no matter how carefully they try not to. Learn how to add data to your process to speed it up and increase the likelihood of your success. You will learn a facilitation technique to create a job benchmark based on behavioral strengths, motivators, acumen and emotional intelligence. Then you will learn a compliant tool that allows you to identify the best fit for the job through detailed gap analysis. Add this critical tool to your hiring arsenal.
In this session, participants will learn how to:
* Identify the reasons hiring professionals tend to hire for the wrong reasons and fire for the right reasons.
* Create an accurate four prong job benchmark made up of behaviors, motivators, acumen and emotional intelligence.
* Contrast the gaps between multiple candidates and the job quickly to either pick the best candidate or continue looking.
* Avoid the cost of spending too much time on hiring and hiring the wrong person.
In this knowledge economy, getting the most out of your human
capital is a major driver of business success. Organizations are
responding by investing in learning and development programs,
from social learning to leadership training to employee
engagement. But which initiatives have true business impact?
Which employee populations get the most benefit?
For answers, companies must go beyond surveys, smile sheets
and dashboards, and embrace a sophisticated measurement
methodology: human capital analytics. Through analytics, the
business and talent metrics that you report can be translated into
truly actionable information. Knowledge gleaned from human
capital analytics can drive management action and behavior
change, and inform key decision-making. Even more exciting,
organizations can plan a measurement approach that looks beyond
the business impact of past programs to apply statistical certainty to
the success of future programs. This interactive presentation walks
participants through the measurement process, using real-world
client case studies to explore why to measure human capital
investments – and how to most effectively do so. Tie your human
capital programs directly to financial results and business impact,
and open the door to a new competitive advantage.
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.
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