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Workforce Planning and Analytics

February 11-12, 2013
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 Workforce Planning & Analytics virtual event! Thank you to everyone for your participation and support of this great program We are happy to ‘kick start’ 2013 with our first event of the year and are pleased to present another impressive line-up of speakers and educational webcasts covering hot topics and trends in the Workforce planning and Analytics space. Join Cherise Sortino, Community Facilitator for the Institute as she reviews the Institute's accomplishments over the past year and highlights what’s in store for the coming months. During this short, 15-minute session, Cherise will provide an overview of the certification program (have you signed up?) Find out what you have missed, and take a look at what is planned for 2013 as we kick of the year the balance of 2012. Throughout 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 & Analytics • Learn why this Institute is important to the Workforce Planning & Analytics community and • Learn how you can contribute to its success. If you are new to the Institute for Workforce Planning & Analytics, this introduction will cover not only our past ac! accomplishments but 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. Don’t forget, this is a great opportunity to converse with our industry experts. Looking forward to your participation

Dave Weisbeck, CSO(Visier Solutions)

This webcast is a demo and does not qualify for HRCI Certification Credit.

Visier Workforce Analytics is the “New Face of Workforce Analytics.”

Human capital is the cornerstone of a successful business, yet human capital is currently one of the least measured and analyzed investments for organizations today. When HR and business leaders are able to make better fact-based operational and strategic decisions about their organization, then the outcome is measurable improvements in both people and financial metrics.

Analytics is the critical key to performance and profitability success, which allows organizations to be responsive, flexible, and ready to meet the ever-increasing business challenges they face: aligning workforce strategies to meet business strategies; planning for organizational changes such as mergers, expansions and downsizing; developing and improving strategies to attract and retain top talent; and identifying and mitigating risks to your business.

Visier, an innovation leader in delivering workforce analytics through the cloud, offers a complete workforce analytics solution that addresses organization’s needs from accessing data, through to sharing new-found insights with diverse teams. Designed to be rapidly deployed with a consumer-like easy to use interface, the Visier solution integrates data from all sources, and comes pre-built with best practices so you can focus on making better decisions immediately to impact your most important asset: your people.

Join Dave Weisbeck, Chief Strategy Officer for Visier, for this complimentary Demo Day, February 11, 2013 at 11:00 am ET / 8:00 am PT as he demonstrates the power, innovation and intuitiveness of Visier Workforce Analytics, which is changing the landscape of analytic solutions.

• ACCESS. Easily integrate critical HR and business data with an end-to-end cloud-based solution, eliminating the need to provision, deploy, manage and maintain expensive systems, saving you time and money.
• MEASURE. Make decisions with confidence using powerful, intuitive and interactive workforce analytics to empower HR professionals to achieve a more strategic HR leadership approach.
• PREDICT. Plan and predict your future workforce needs with advanced analytics to minimize risk and gain a competitive advantage.
• SHARE. Collaborate with stakeholders by easily capturing and sharing your findings in a PowerPoint presentation in order to influence decision makers into action.

See first-hand why Visier was selected as one of Human Resource Executive’s Top HR Product for 2012, and named as an “Awesome New Technology” at the 15th Annual HR Technology show, and named in Gartner’s "Cool Vendor" in Human Capital Management Software 2012 Report

Michael Manning, Human Capital Analytics, Workforce Planning & Engagement Manager(Edison International)

As part of their workforce planning initiatives, many companies have the desire to understand what talent is available outside their organization. Traditionally people in workforce planning and talent acquisition would turn to unemployment rates, Bureau of Labor Statistics (BLS) data, and perhaps National Association of Colleges and Employers (NACE) data for a basic understanding of the external labor market. One of the common limitations of these sources is the data is often not at a low enough geographic level or sliced by skills/experience.

Additional data sources can be used to augment the traditional sources. Although not designed for providing labor market data, job boards have the data needed for an understanding of labor supply from the resumes received in their databases and an understanding of labor demand from the jobs they post. This can be further expanded with meta-search engines which can aggregate job listings from thousands of websites, including job boards, newspapers, associations, and company career pages. Professional social networking sites often contain a profile or resume which highlight experience, skills and education. Combining data from these sources allows for a pretty good labor market overview.

Using the data sources covered in this presentation will enable the attendee to answer:
• What does the external labor market look like for my geographic area?
• How many people are in the labor market with the experience/ education/ training/ skills we need?
• What is the demand for these people?
• Where did our employees work before our company?
• What companies hire our employees?

If you need to better understand the external supply of experience, skills and education for your workforce plans or are trying to determine where to open new facilities-and labor availability is a key driver in your decision-you will benefit from this presentation.

Kirk Hallowell, Ph.D., Senior Principal Consultant(3D Results, LLC)

In virtually every annual report or employee communication, corporate leaders say “people are our greatest assets” in some form. The moment that budgets get tight, however, payroll, learning and development, and other HR budgets are typically the first to be cut. Why does outcome take place consistantly across organizations.

Is the problem with executive leaders or is it the accountability of HR professionals to educate their leadership in a way that helps them see the value derived from investing in people?

During this presentation, participants will explore, from a CEO and CFO perspective, economic and finacial rationale that drives business decisions. Executive leaders who maintain buget controls were typically trained in rigorous finacial analysis.

We challenge HR professionals to consider that it may be a lack of financial literacy and rigor in creating their business case that leads their budgets to the chopping block.

Practical suggestions and actionalble steps are outlined to make a difference in the way HR professionals present and defend their budgets.

Participants will consider three, key human capital analytics that can be used to justify investments in people and build a rationale for defensible budgets. We will also consider the rigor required by other fucntions in CapEx approvals and the specific steps HR professionals can take to ensure that thir budgets are defensible in financial terms.

Additional resources on financial literacy and business case development will be included. As an outcome of this presentation, HR professionals will be in a stronger postion to see that thier valuable contribution to the organization is both defensible and sustainable.

Morten Kamp Andersen, HR advisor(Aspector A/S)

HR Data and Workforce Analytics are with good reason becoming increasingly popular. Good data and clever use of them can make HR better and perhaps finally make it the strategic business partner it has the potential to become.

Objective facts and observation about human behavior has guided management and psychology for many years and has increased our understanding of human behavior. Our ever increasing technology power will improve our insights in human behavior and hopefully assist us to make better HR decisions.

BUT advocates of Workforce Analytics underestimate the pitfalls of converting facts to knowledge – many of which are psychological and rooted in the mindset of HR. Three common pitfalls are;

1.       Too much data. Evidence shows that too much information will make us make decisions which are either emotionally driven or irrational. This is understood though the term ‘cognitive load’ and must be managed.

2.       Overcoming bias. When we interpret data we are always biased in several ways; we look for data that will support our existing view (confirmation bias); make decisions despite evidence may favor the alternative (cognitive dissonance) or we believe that two variables are associated and correlate when in fact no association exists (illusory correlations). Our natural tendency to bias must be proactively managed.

3.       Confuse ‘what’ with ‘why’. HR data cannot tell you why people react as they do. Even the most predictive Workforce Analytics will 'only' give you better information for your probabilities to forecast what will happen. Why it happens or how the people will fell about it is also important.

Over and above these pitfalls the single most important challenge in getting maximum value from your data is the underlying mindset. Workforce Analytics can get you as many facts as it is even possible to conceive. It can also give you a lot of interesting information. The most difficult and most value-added challenge however is to find and convert the right information into strategic actionable knowledge. The only way you can generate this knowledge is to truly understand the business and strategy of the company, know what the primary workforce drivers are behind delivering on this strategy and finally understand how to get information and convert it into strategic actionable knowledge. This ability - or mindset - is not always present.

This webinar will explain how to develop the right mindset and to assist you in understanding how to avoid common pitfalls when working with HR Data and Workforce analytics.

Brian Wilkerson, Managing Director - Revolution Advisors LLC(Revolution Advisors LLC)

While workforce planning has been heralded as a means to quantitatively link business strategy and human capital management, in practice many organizations have not advanced workforce planning beyond developing their hiring plans and turnover analysis. While these are important fundamentals, the true power of workforce planning lies in more advanced analytics. Workforce planning can be used to help determine contingent labor strategies, what to outsource, where to locate, what to automate, where process improvement opportunities exist, and a host of other critical opportunities. This session will focus on 3 such advanced analytical techniques – location modeling, outsource modeling, and scenario modeling.

Location modeling focuses on where the best place for work to get done would be. It looks at strategies such as those employed by Nokia to create round-the-clock product development cycles that move around the globe. Outsource modeling helps companies determine what functions or portions of functions should be outsourced vs. insourced. And finally scenario modeling is an approach used for examining different potential business scenarios and their potential human capital implications – particularly useful in dealing with uncertainty. Each of these techniques can help both HR and business leaders make critical business strategy decisions and help organizations understand the flow through impacts to human capital management. They also help inform the strategic planning process and can illustrate risks and confidence levels associated with particular strategies.

Participants will learn the appropriate use of these analytical tools including techniques and pitfalls associated with each. They will learn what data is needed and what level of detail is appropriate to balance the effort required with the value that they provide. Examples of how these analyses have been used will be provided to help participants understand their application.

Tracey Smith, HR Strategy, Workforce Planning, Analytics(Numerical Insights LLC)

The dynamics of a global economy and the rapid pace at which it changes have made Strategic Workforce Planning one of the “most sought after skills in HR today.” This topic has received an increased executive focus as companies attempt to mitigate the workforce risk in an uncertain economy and deal with the “challenges of change.” The demand for flexible, adaptable strategies translates into a demand for strategic workforce planning that is equally flexible and adaptable. To execute these strategies, leaders need to understand the business strategy and then analyze the ability of their current workforce to actually get them there.

Which roles, competencies and skills will organizations need in the future? What is the difference between the desired future workforce and the current one? Answering these questions with a comprehensive assessment of current employees is a crucial step in the development of any workforce plan. In this session, Tracey Smith will provide an overview of the strategic workforce planning framework and discuss multiple methods of role segmentation and prioritization. In addition, she will demonstrate how use a combination of role segmentation, demographics and succession planning to assess the continuity risk of your leadership.

This session will be good for HR leaders and workforce planning practitioners to attend, especially if they are working to establish the standard workforce planning processes in their own organization. Seven methods of role segmentation will be presented and the audience is advised to consider their own organization and culture to determine which method would work best for them.

Carl Kutsmode, Talent Acquisition / Recruiting Solutions Consultant (talentRISE LLC)

Companies amass huge amounts of data every day: customer data, sales data, financial data, and operational efficiency data and of course, PEOPLE-related data. Over the last few years, the volume of data collected by companies has exploded. According to a 2011 article on Big Data by McKinsey, “In 15 of the US economy’s 17 sectors, companies with more than 1,000 employees store, on average, over 235 terabytes of data—more data than is contained in the US Library of Congress.”

Similarly, the HR department, with its access to a wealth of information on employees, has a unique opportunity to utilize data to make better talent-related business decisions that impact operational costs, business performance, profitability and market competitiveness. According to a 2009 IBM survey of HR professionals on their use of workforce analytics in business planning, those organizations capable of regularly, and accurately, managing and strategically analyzing their “people data” will uncover trends, unlock future cost savings and identify hidden business opportunities.

Please join Carl Kutsmode, Partner at talentRISE during this one hour informative presentation within the Institute for Human Resources; Workforce planning and Analytics as he discusses the advantages and trends of use of metrics and data analytics in HR; aligning critical roles with business need using workforce metrics, talent planning and analytics. Upon completion of this webinar participants will have a better understanding of how to identify and align critical roles with business need to track and analyze meaningful metrics that help you mitigate or avoid future business risks. x xxxx xxxxx xxxxx xxxxxx

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