Archived Webcasts and Podcasts

Today’s knowledge economy, more than ever before, has made an organization’s people its most critical asset and one of its greatest investments. It is clear that mastering talent management helps organizations differentiate themselves in the marketplace, and thereby gain a competitive advantage. HR is firmly rooted in the belief that talent has impact, but can the same be said for an organization’s senior leadership—do they believe this to be true? Executives want evidence that HR is boosting their organization’s bottom line, but can HR substantiate and deliver this proof that talent equals financial reward?

Workforce analytics as part of a complete talent management strategy is critical for HR professionals as it enables them to connect the dots between their company’s overall performance and their investment in their workforce.

Organizations of all sizes and in all industries are facing one overwhelming challenge that may inhibit their ability to grow – the shortage of key skills and qualified talent available in the marketplace. Based on newly gathered research, Mollie Lombardi, vice president and principal analyst of Aberdeen Group's human capital management practice, and Dave Weisbeck, Chief Strategy Officer for Visier will discuss what workforce planning really is and how organizations at all levels of workforce planning maturity can take the next step to get the greatest benefit from their workforce planning activities. The power of workforce analytics to drive data-driven decision-making and provide the context for effective workforce planning, will also be explored.

This session will take a common sense approach at how to build or enhance existing workforce analytics programs - ensuring it delivers tangible business results such as improving productivity, profitability and performance. This session will outline a step-by-step guide for HR leaders to follow on how to build successful workforce analytics, and provide a critical road map of the top 5 “must do’s” for HR leaders. This material will support the enhancement of any existing programs, or help HR leaders when building a program from scratch. The best practices covered in this session, are grounded in real-world experience, and will provide critical take-a-ways, to apply to current workforce analytics initiatives - today.

This presentation, based on the experiences and "next practices" of hundreds of HR leaders and projects, will examine the five (5) critical issues that must be addressed in the critical first 100 days and beyond of HRIS project implementation.

This session will include a 100-day template to HRIS implementation excellence, and the strategic to tactical steps that must be taken to accelerate user alignment and adoption. The session will examine not only the technical aspects of launch, but also the fundamental behavioral aspects that must be considered.

Finally, the session will give several "next practice" case examples of users who successfully implemented HRIS projects in small to large scale environments.

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.

Why is it that HR budgets are often the first to be cut in economic downturns? Is it possible that some HR professionals have the opportunity to improve their financial literacy as the basis for defending their budgets? This presentation provides a solid overview of how to present and defend budgets from a perspective understood by C-suite executives. Three key human capital metrics will be discussed which can potentially improve the way ROI in human capital is managed and measured. In addition, step will be suggested for HR professionals to take the same steps as their functional counterparts in budget submission.

This session will focus on inhibitor/enablers from which to provide greater use and value from assembled talent, leverage HR resources,lower risk,and predictive decision making with better outcomes. HR can now provide real-time, actionable data for more reliable forecasting of costs and resource utilization for executive decision makers. We are not focusing on improving RPO, ATS or other similar HR technologies, though there is certainly room for improvement of all components of the applicable HRIS.

Many decision makers are unsure how this will help manage and grow their business -- especially with all the uncertainty of higher taxes and global geo-political conflicts. We are unable to control geo-political issues, let alone our own Congress. After years of waiting, can you really afford to wait more years to grow your business? Yes, there is risk, but if it can be measured it can be managed.

In this session we will outline the labor management challenges facing the energy industry and the need to adopt workforce management solutions in order to operate more profitability and efficiently into the future.

The intense competition in the energy sector is forcing companies to continually seek out improvements in business results and as such, effective labor management has become more important than ever for the Energy, Petrochemical and Oil and Gas industry. Effective Labor management helps to optimize production and increase efficiencies - pivotal to reducing costs, improving performance and increasing margins – which are key objectives in many Lean and Six Sigma initiatives.

Workforce Planning & Analytics (WP&A) is now a non-negotiable. This is true no matter the size of the company, it’s growth, industry, geography, or strategy. The risks of not doing it are now unacceptably high. Others are doing it, and they are unquestionably outcompeting others for talent and in achieving business results. More and more case studies are now validating this assertion. The question for many now is: How do I start? For others it's: How do I get to the next level? For still others it’s: What’s most appropriate for my organization? Should we build internally? Should we go with a vendor? Should we outsource some of our analytical needs? These and other questions will be answered, as will arguably the most crucial one: What’s my best next step? The session will delve into proven frameworks like the Data-to-Change Process, the Three Workstreams, the HR Linkage Model, and the Workforce Planning Model. 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 to advance your organization’s journey, and be clear on how to leverage data and other assets to generate workforce insight on an ongoing basis.

Your biggest investment is in your people. But how effective is that investment? Are you sure you’re attracting, recruiting and developing the best people in your market? Or is your competition beating you to the top talent? It’s one thing to use assessments to improve productivity and retention. But what if you could look beyond your organization, and see how your talent compares to the market? For the first time, you can benchmark your talent against the competition. SHL Talent Analytics is built on the world’s largest database of People Intelligence. Comprising over 80 million data points and growing by 25 million assessments each year, the SHL Talent Analytics database spans 30 countries, 37 industry sectors and 31 business functions.