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DAY ONE - JULY 13, 2017

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Chairman’s Welcome

Kevin Rutherford, Chief Talent Officer, TalentLeap

State of the Union: The Importance of HR & Business Intelligence for Today’s Successful Organization
9:15-10:00 Reserved for Sponsorship by
Using Global Market Intelligence During Rapid Organizational Change: The HP Inc. & HPE Story

Steven Goedtke, Global Talent Acquisition Market Intelligence, Hewlett Packard Enterprise

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At the end of 2015, in order to better compete in a changing technology landscape and to simplify HP’s complex business structure, HP streamlined its overall business and created two smaller and simpler companies. Hewlett-Packard Enterprise concentrates on selling hardware like servers to businesses to build up their data centers while HP Inc. sells printers and personal computers. Even before the split, it was announced there are plans to replace 60 percent of the IT service staff from the US and Europe with workers in Costa Rica, the Philippines, Bulgaria, and India, in an effort to boost profitability. Now, the company is about to embark on a second split in early 2017, as Hewlett Packard Enterprise spins off its IT services business and merges with Computer Sciences Corp (CSC) to create a new company.

As you can imagine, with company divisions, consolidations, change, and new plans, workforce planning is extremely important, and global market intelligence is crucial for them to work. In this session, Steven Goedtke will share how HP uses global market intelligence including:

  • What intelligence is imperative to have and how to collect it
  • Using intelligence with workforce planning – Which location makes the most sense to open a new location? What is the cost of labor? Which locations will open? Which will close?
  • How intelligence aids in talent acquisition and hiring – What are the future of work needs? What will the difficulties be in finding the right talent? How do we build a staffing plan using market


Reserved for Sponsorship
1:00-1:45 | Using Analytics to Tie Organizational Performance to Pay While Winning at Engagement and Inclusion in a Tumultuous Industry

Buddy Benge, Director, HR Reporting & Analytics, Monsanto Company

[su_spoiler title="Read More"]The Agricultural industry is in turmoil across the world. Even though you’ve had a record harvest the last three years in the US, and sold the most corn in recent history, you can still lose a billion dollars. It seems counter-intuitive but the reality is, the economic impact of a lot of product in commodities equals a price drop. There are also mergers, acquisitions, and the relative chaos of the industry to consider – in fact, Bayer and Monsanto have announced that they signed a definitive agreement under which Bayer will acquire Monsanto. A traditional manufacturer can ramp production up or down quickly. But to grow seed you have to grow plants, and you have to understand what the demand will be three years in advance in order to grow the right amount of product to get an idea of commodity prices. That means a lot of big data, including weather patterns, in Monsanto’s case even purchasing a weather station – and you know what they say about trying to predict the weather… However, even with the rapidly changing nature of work and uncertain conditions, Monsanto’s inclusion strategy is rated in the top 20 worldwide. Their engagement scores are off the charts, they offer comprehensive incentive plans and measure leadership effectiveness. They are able to do this by utilizing data as a foundation for their strategies. Take-aways for this session include:

• How to create and incentivize inclusive leaders using scores on an inclusion index in direct relation to leader performance.

• Tying pay and bonuses to organizational performance for all employees.

• Realizing the ROI for the company and individual if the company was completely inclusive and using that data for program buy-in.

• How to structure and review incentive plans, from team and goal design to effectiveness and competency (including sales).[/su_spoiler]

1:00-3:45 | WORKSHOP – Don’t be Left Behind: Building an HR People Analytics Center of Excellence

Kevin Rutherford, Chief Talent Officer, TalentLeap

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The technical and organizational challenges associated with data and analytics make it easy to pursue costly or ineffective solutions or become paralyzed into inaction.

In this session, we will provide a roadmap to establishing a successful People Analytics COE in your organization through examples and interactive discussion. Plans that covers data selection, integrity and integration to selecting potential analytical models and tools to building the organizational capabilities needed to drive business value, as well as a methodology for catalyzing widespread organizational change.

Take-aways for this interactive workshop include:

• Defining the vision and infrastructure requirements for developing a People Analytics COE

• Using the Analytics Capability Assessment to jumpstart strategic planning

• The Three Elements required in a data and analytics strategic plan

• Understanding how an analytics COE should interact with other parts of HR and the entire organization

• Key Questions to Answer Before Deciding on Team Structure

• Learning the steps involved in centralizing workforce analytics and planning capabilities

• Developing a high-level roadmap for implementing an analytics and planning COE in your organization


Reserved for Sponsorship
3:00-3:45 | Leveraging Data to Identify High Potentials & Plan for Future Spending on Training & Development

[su_spoiler title="Read More"]Talent management organizations are increasingly deriving insights from data to make better decisions. Leading-edge companies are increasingly adopting sophisticated methods of analyzing employee data to enhance their competitive advantage, and are beginning to understand exactly how to ensure the highest productivity, engagement, and retention of top talent, and then replicating their successes. This session will discuss the value of predictive analytics to identify potential along the entire life cycle of the employee as well as provide a structured guide to HiPo development that serves the organizations strategy and business objectives.[/su_spoiler]

Room Change
Soup to Nuts: MITRE’s Journey with SWP and SWA plus Workforce Modeling

Bryn Dews, Strategic Workforce Planning Lead, The MITRE Corporation

Chris Teixeira, Lead Data Scientist, The MITRE Corporation

Andrea Hage, Workforce Planning & Data Analytics, The MITRE Corporation

Technology Demos
Back to room A
Speed Networking
Cocktail Reception


DAY TWO - JULY 14, 2017

Chairman’s Welcome

Kevin Rutherford, Chief Talent Officer, TalentLeap

Surviving a Cloud Transformation & a Huge Merger While Leveraging Position Management & Finance

Olga Burke, Global Head of HR Operations and Analytics, XL Catlin

[su_spoiler title="Read More"]In 2013, XL Group’s HR department was struggling with an on-premises system that, over the years, had been heavily customized on a country-by-country basis, resulting in slightly different HR inputs and operations in each country. It meant that HR operators and personnel in one country couldn’t easily pick up and complete work for another country hindered by spikes in volume or resource shortages. Another problem was that XL Group had bifurcated its critical HR functions. For example, the company had one system for performance and one for compensation, and one for job candidates versus one for employees. Year-end reporting required “bolt-on” customizations to get the disparate systems to talk to each other and exchange information. After choosing to move HR operations to a lower-cost, less customizable cloud-based system, XL Group acquired Catlin. The merger added four countries and 2,400 new colleagues to XL Group’s geographic and personnel profile. Now XL Catlin runs its global HR system, called myHR, with support from operations specialists in four regional hubs: India, Poland, US, and the UK.
In this session, Olga Burke, Global Head of HR Operations and Analytics will share XL Catlin’s transformation including topics such as:

• Position management: How to best set it up across multiple platforms, including Cloud HCM, Cloud Recruiting, and On Premise Budgeting
• Lessons learned from setting up Position Management the wrong way
• Using position management as a common thread between Finance and HR to track workforce movement, spend, and to quickly identify variations from plan [/su_spoiler]

Reserved for Sponsorship
Building a Predictive Model and Process to Increase High-Performer Retention, Reduce Turnover, Create Flight-Rick Models, and Identify Candidates with High-Performance Attributes

Melissa Arronte, Senior Vice President, HR Analytics, Citizens Bank

11:15-12:00  Reserved for Sponsorship
1:00-1:45 | Linking the Impact of Talent Decisions to Business Performance

[su_spoiler title="Read More"]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.

1:45-2:30 | Using Performance Analytics to Improve Operational Results, and Create a Data-Driven Lens into Customer and Associate Experience

Dave Johnson, Head of Business Intelligence & Insights at Fidelity Investments
[su_spoiler title="Read More"]For any company with a large number of customer facing associates, whose job is to satisfy the customer and enable sales (while having a fun time doing it), data is a necessary component in order to track efficiency, increase customer satisfaction and provide a holistic data-driven lens into customer and associate experience – all the while improving operational results. How can you keep the best people, develop the high performers, turn the high performers into coaches, and encourage others to self-service their development? With the use of performance analytics.
With HR focused on 300 people doing the same job (for example) with the use of performance data they can see who is performing at a high level, who isn’t, if they have the right compensation in place, what the turnover is, if their best people are leaving or staying… and then use that data to focus and encourage what IS working, and eliminate what isn’t.
In this session, Dave Johnson will show us how Fidelity Investments uses performance data for their associate pool to:
• Identify key success and failures within their associate procedures and talent pool
• Eliminate what doesn’t work and focus on what is successful
• Utilize the strategies of the most successful associates by way of creating developmental plans and coaching for other employees
• Create a self-service portal of learning for associates
• Using these data-driven strategies to encourage retention and loyalty[/su_spoiler]

1:00-3:45 | Workshop: A How-To Guide for Predictive Analytics

Kevin Rutherford, Chief Talent Officer, TalentLeap
[su_spoiler title="Read More"]With the advances in data-driven analytics, the collection of big data and external market intelligence, strategic planning has become more complex and more imperative for HR. Predictive analytics is already being employed (on various levels of complexity) by many business units within a company. But there is a huge opportunity for HR to use predictive analytics for processes such as talent acquisition, attrition risk management, employee engagement, and much more.
This highly interactive workshop will serve as a How-To-Guide for HR to start a predictive modelling center of excellence including:
• How to get started. Which data should you collect and use?
• Tools: What is available and necessary to not only collect the intelligence needed internally and externally, but to analyze the data.
• Analyzing the data, creating, and sharing action plans and predictive models to help with talent acquisition, employee engagement, and workforce planning. [/su_spoiler]

3:00-3:45 | Finance’s Role in HR Analytics & The Invaluable Data they can Provide

[su_spoiler title="Read More"]Your finance department has access to information that can add perspective into your workforce, planning decisions, and help with various modelling scenarios. In fact, the people data Finance has from both the past and the present can be invaluable to HR as they create new strategy, workforce plans, and tie business decisions back to the performance of the organization. [/su_spoiler]

Room Change
Using Data to Create, Employ & Measure a Successful Onboarding Strategy

Varun Gondegaonkar, HR Analyst, Global People Analytics, Walmart

Technology Demos
Peer-Peer Discussion and Conference Wrap-up

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