5th Annual Agile Workforce Planning & Strategic Analytics Summit

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ADAPTING TO BUSINESS CHANGE AND REDUCING WORKFORCE RISK

Today’s context

The common consensus is that we live in a time in which business change is continual, highly accelerated, often disruptive of the status quo, and sometimes quite unexpected.

There is a critical need for companies to continually adapt to new and evolving strategies, business models, and technologies.

Organizations that master the organizational agility and talent flexibility to deliver results from their workforce in this context of rapid change will be the ones that win in the marketplace.

Comprehensive Talent Planning Needed

Comprehensive and holistic approaches are called for today more than ever. These are approaches that involve stakeholders from all over the company. They require expertise in many diverse components including critical role segmentation, predictive analytics, gap closing talent strategies, and future strategic foresight

The Critical Question for Attendees

How can we ensure we will succeed tomorrow and that we will have the relevant skills, the top performers, where we will need them, and when we will need them, to execute on our business strategies as we continually adapt to this accelerated, potentially disruptive business change, as it happens?

Conversely, how can we reduce our risk so that we will not be blindsided, and find we do not have the capable workforce we will need to compete in a complex and uncertain future?

Facing the Truth of Our Current State

Let’s look closer. Every company “does” Workforce Planning from the fact that you depend on the capability of your talent to compete. And yet very few companies have succeeded in sustaining a Best Practice in enterprise Strategic Workforce Planning. Many companies have mastered one or several of the components for success, and yet the integration is lacking.

I have conversed with many executives who have piloted implementations of Strategic Workforce Planning within individual business units, who have collaborated well with HR Business Partners and OE consultant leaders. Some have been part of teams that grew into COE’s in SWP and Talent Analytics. Much has been accomplished; much remains.

Learning As An Experienced Beginner

The truth is that there is still much to be learned about the fundamentals. The sense is that the stakes are higher in getting SWP right!  Many practitioners with solid WFP experience still tell me they think of themselves as “experienced beginners”.


DAY ONE as Preparatory Interactive Workshops

Our First Day focus on Preparatory Interactive Workshops is to help executives build on their knowledge while learning the latest innovations for today’s strategic workforce planning & human capital analytics. It is intended for those at all levels of implementation experience including experienced beginners! Practitioners of WFP help facilitate these workshops.

 DAY TWO & THREE You select a breakout to be with others of your level of expertise

 For Day Two &  Three we separate into Two Tracks in the afternoons. Sessions are divided by content that is geared towards Beginners in one track and content (discussion) that is geared towards those with more mature practices in Talent Planning and Workforce Analytics.


Beginner Track for Workforce Planning

This Track shares the experience of practitioners who have succeeded in implementing elements of Strategic Workforce Planning.

Intermediate Track on SWFP & HCA

This Track is facilitated by experienced practitioners to discuss advanced topics in Strategic Workforce Planning and Workforce Analytics in a Think Tank format.
Why Now

I feel there is building an urgency among HR and Talent executives to really raise the bar on their capability to be Strategic Partners To The Business and help execute tools and methods in the business to support business performance and win in a very tough environment.

 

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MAIN CONFERENCE DAY 1

1CONVERSATION: About driving long-term success in workforce planning and people analytics

Michael Manning, Principal Manager, HR Shared Services, Edison International

Peter Louch, CEO, Vemo

Mick-CollinsPresentation: On Best Practices in Workforce Analytics and Workforce Planning

Mick Collins, Vice President, Workforce Analytics & Planning, Success Factors TBD

2CASE STUDY: The Next Iteration: Utilizing a Global Playbook for Integrating Strategic Workforce Planning and Analytics at International Paper

Quinn Thompson, Senior Director, Talent Acquisition, International Paper

THE SWP CHANGE MANAGEMENT JOURNEY: Socializing Talent Strategy to Implement Workforce Plans to Gain Agility

Led by

Edith Onderick-Harvey, President & Founder, Factor in Talent; Author, Getting Real: Strategies for Leadership in Todays Innovation-Hungry, Time-Strapped, Multi-tasking World of Work

John Gibbons, formerly, Principal Researcher, Human Capital Analytics, Conference Board; Vice President, Research, Institute for Corporate Productivity (i4CP)

Facilitators

Clay White, Planning and Development Services Director, Snohomish County Planning Development Services Kristine Eelkema, Chief, Strategic Planning Analysis & Reporting, U.S. Citizenship & Immigration Services, DHS

CASE-STUDY-of-the-Practice-of-Workforce-Planning-at-Norton-HealthCare-followed-by-PANEL-DISCUSSION-On-Lessons-LearneCASE STUDY of the Practice of Workforce Planning at Norton HealthCare followed by PANEL DISCUSSION On Lessons Learned.

Case Study Presented by
Jackie Beard, System Director, Talent Acquisition and WorkforceDevelopment, Norton Healthcare System
Nick Nethery, Talent Acquisition & Workforce Development Analyst, Norton Healthcare System Discussion

led by

Jan Hunter, Director, CareerSTAT Program, National Fund for Workforce Solutions: Formerly, Director, Workforce Planning, John Muir Health

 

3Getting Results From Strategic Workforce Planning at Snohomish County Services

Carol Taber, Accounting & Financial Services Manager, Snohomish County Planning & Development Services

Clay White, Planning and Development Services Director, Snohomish County Planning & Development Services

 

4PLENARY PRESENTATION: Driving Human Capital Innovation and Operational Excellence Through Technology

Omar Divina, Head of Betterworks, New York

 

MAIN CONFERENCE DAY 2

2.13CASE STUDY: Talent Strategies and New Learning Partnerships in the City of Albuquerque

Natalie Howard, City Clerk, Albuquerque:  Formerly, Manager of Public Service University

PANEL DISCUSSION: Changing the Game with Finance:

Panel Moderated by
John Gibbons, formerly, Principal Researcher, Human Capital Analytics, Conference Board; Vice President, Research, Institute for Corporate Productivity (i4CP)

Jane Barrett, Head of Global Workforce Planning, Ericsson

Natalie Black, Workforce Planning, Red Bull

Big Data, Employee Trust, and Human Capital Analytics

Dr. Mary Young, Principal Researcher, The Conference Board

2.2A Robust Discussion with Luminaries of Strategic Workforce Planning: Globalization the Emergence of Big Data in Workforce Analytics, and Asking What Are the New Burning Platforms Driving Today’s Strategic Workforce Planning

Moderated by

Dr. Mary Young, Principal Researcher, The Conference Board

Angela Sheffield, Independent SWFP Coach; Formerly, Head, Strategic Workforce Planning,

Applied Materials

Russell Klosk, Formerly Workforce Strategy Leader – ITO Strategic Labor Initiatives, HP Enterprise Services, HP

Quinn Thompson, Director, Global Diversity & Talent Acquisition, International Paper

Michael Manning, Principal Manager, HR Shared Services, Edison International

Heather Whiteman, Leader, Strategic Workforce Planning & Integrated Talent Management, GE Software

David Schutt, Workforce Planning & Analytics Practice Leader, HR Strategy & OE, Pacific Gas & Electric (PG&E)

2.2CASE STUDY: Proprietary Workforce Planning Process Aligning with Rapid Change at Memorial Sloan Kettering

Tomya Ryans, Vice President, Talent Acquisition, Memorial Sloan Kettering Cancer Center

 

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