12/15/2011 11:00 am - 12:00 pm
Best Practices & Trends in Workforce Analytics
Presenters:
David Weisbeck (Visier, Inc.)
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.
12/15/2011 12:00 pm - 1:00 pm
Business Intelligence Innovations for Strategic Human Capital Management
Presenters:
Chris McLatcher (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!
12/15/2011 1:30 pm - 2:30 pm
Talent Strategy Formulation, Measurement, & Management
Presenters:
Al Adamsen (People Centered Strategies)
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.
12/15/2011 2:00 pm - 3:00 pm
Achieving Agility: Organizational Planning and Modeling Best Practices
Presenters:
Rana Hobbs (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.
