Human Capital Analytics OnDemand Videos

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Traditionally HR has had to make decisions based on theory. However, the emergence of a more strategic HR function, more competition in the marketplace, and the on-going war for talent has made it imperative for those decisions to be based less on theory and more on real data.

Not only do organizations need to focus on collecting accurate data on talent acquisition, engagement, performance, and talent management initiatives, they must be able to use the data to tell stories that helps to create actionable strategies. In order to accomplish this you must first know what you should measure, why you should measure it, and how. You need to know if HR has the ability and skill, what technology is needed, and how to gain buy-in from leadership to accept the importance of analytics. Once you have the correct data how do you communicate what it means in a way that has real meaning for the business and its people?

The case-studies presented during this event will hone in on three specific areas that will enable you to focus on measuring what matters most for your organization and jump-start your HR analytics, to immediately benefit from the power of data.

Communication & Capability

• Understand where and how to start, and what to measure.
• Show leadership the influence and power of analytics.
• How to use analytics to tell a story.
• How to use data to create an actionable talent strategy.Talent Acquisition & Recruitment
• Properly identify and measure the most important hiring and staffing metrics for your needs.
• Talent forecasting – ensure you have the right talent for future needs.
• Measure the productivity of recruiters and recruiting processes.Talent Management
• Succession and workforce planning.
• How metrics can support engagement initiatives.
• Measure continuous employee productivity and performance.
 

 

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Creating a Google-Like Culture of Data-Based Decision Making

David Creelman, CEO, Creelman Research
& Analyst/Author on Human Capital

In this session we will discuss how culture trumps
analytics, and without a data-friendly culture you
won’t make progress. We will examine how Google’s
HR success lies more in curiosity and openness
than in sophisticated analytics skills and that in
the end its decisions that matter, not data.

5 Ways to Deliver Value with Workforce Analytics

Functions that fail focus on data. Functions that
succeed focus on value. The idea of data-driven
HR has been a hot topic for several years now,
yet the vast majority of HR organizations are
still underserved with insights. But, you can
master five essential practices for implementing
and -- more importantly -- generating value from analytics.
In this session we will discuss: How to be an
effective Data Steward, building a balanced
analytics team, the key steps to scaling effectively,
knowing when to say no, and linking to business
outcomes Ian Cook, Director of Product Management for Visie.

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Linking the Impact of Talent Decisions
to Business Performance

Rajiv Kumar, President & Chief Medical Officer,
Virgin Pulse

In order for talent analytics to drive the most value,
there must be direct alignment to the business with
data measurements that correlate to business
performance drivers. The data and metrics used
should stem from both internal and external sources
providing an “outside-in perspective” on the business
as well as work with aggregate historical data to inform
decision-making and deliver predictive analytics that
guide future talent investment and business strategy.

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The Role of Assessment in Senior
Executive Development at TIAA-CREF

Jeff Stutzman, Head of Retail Talent Acquisition,
Capital One

Prescott Nichols, Senior Director and Chief
of Staff of Information Technology,
Capital One

The Odd Couple: A Unique Marriage between
Data Analytics and Culture Ever wonder where
the term “war for talent” came from? Using
philosophies from a historical military strategist
as a guide, organizations can leverage the
core competency of data analytics to lay the
foundation of a high performance culture.
The result is a connected and engaged Talent
Acquisition organization.

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Linking Data and Succession Planning Strategies

Kevin Rutherford, Chief Talent Officer for TalentLeap

Many companies continue to struggle to achieve a
satisfactory ROI for their time invested in succession
management and find themselves dependent on
external talent to fill key leadership positions.
We will explore how to consistently achieve high
executive successor placement rates and
dramatically increase satisfaction with your overall
talent planning approach through a focus on
assessments and data-driven insights including:
How to leverage assessment insights for
successor development, selection and
onboarding support, and how to leverage
talent planning data insights to drive targeted
talent strategies.

Combat the Ebbs and Flows: Create a
Sustainable Analytics Capability

Cameron Kennedy, Former Director of
HR Analytics, DaVita

All too often, and not only with analytics, new
processes or strategies create excitement when
first implemented but then slowly dwindle until
a need for the information arises again.

The problem with this approach is that the lack
of consistency in both producing and reviewing
information is not only inefficient, but it also
inhibits timely, data-based decision making.
This session will address how to tackle this issue
for HR leaders, HR generalists, and analysts,
focusing on the processes, behaviors,
organizational structure, and technology
required to create an analytics capability that sticks.

Using Talent Forecasting for a Complete Picture

David Schutt, Strategic Workforce Planning,
Analytics & Initiatives Practice Leader,
Pacific Gas and Electric Company

While Workforce Planning has been around now
for at least a decade or so and is getting a few tweaks
here and there, Talent Forecasting, on the other
hand, seems to continually be on (and off)
the white board.

Why? Because it’s pursuit is effected not only by many
internal corporate drivers, it is also heavily influenced
by the highly volatile external environment /economy.
Sure, there is a lot of ‘science’ involved, but at the end
of the day, there is also a lot of art and craft to it.
In this session we will discuss what organizations can
do to mitigate talent deficits and how to improve their
ability to forecast future talent needs by:
Determining the type of talent they will need to
implement their business strategy, knowing the talent
landscape and what talent will be available and when,
and how to identify talent gaps.

Using Predictive Analytics and Experimentation to
Measure Employee Engagement and Get Results

Jeff Schmidt, Director, Global Communications
and
Engagement and Transformation, eBay

Engaged employees are more productive, feel
encouraged and supported, stay longer and can
be your greatest brand ambassadors.
But, to truly understand and have an impact
on your workforce, measurement has to move
beyond  traditional employee surveys.
Jeff will discuss how to set up an employee
measurement system that gets results.

You’ll get new ideas on how to use surveys,
choose the right data sets, build predictive
analytic models, create small-scale
experiments and build effective actions plans.
You can help your organization be more
successful with this practical and informative
session.

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Enjoy Exclusive Access To Conference Materials!

TMA now offers virtual access to our topic and industry-focused summits through our new OnDemand Conference offering. Registrants enjoy access to the video recordings and presentation materials from our impressive roster of speakers
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