Agenda

• How do we quantify the impact of the HR function on organizational
  performance
• What are the people and HR function metrics and analytics that drive
  organizational performance?
• How to select Workforce KPI’s to drive the alignment of the HR function with
  the business?
• How does workforce analytics measure the ROI of our investment in the HR
  function?
• How do we measure the impact of critical job roles on organizational
  effectiveness?

Peter Howes
VP Workforce Planning & Analytics
SuccessFactors

Building a Mature People Analytics and Strategic Workforce Planning Function

• Why the link between People Analytics & SWP
• From basic reporting to predictive and prescriptive modeling
• Busting the ‘myths’
• Connecting the dots between HR and the Business
• How to organize the People Analytics Function
• What to do and what to avoid

“Walk through the key lessons from the data-driven journey of HR at UBS and understand the key challenges faced and the best practices that they arrived at – from the creation of a basic reporting function to the current state of being able to provide some of the most advanced HR Analytics solutions in global business. In addition, gain an overview of some of our actual products and services that UBS are utilizing and gain tangible insight on how the HR function at UBS empowers their senior management and business leaders to make better human capital decisions based on hard facts and informed predictions.”

• Challenges and best practices through the analytics journey
• Tangible insight to utilizing HR Analytics at UBS
• Human capital decisions based on hard facts and informed predictions

Empowering Workforce Performance with People Analytics

• How to ensure alignment between employee performance and organizational objectives
• Analytical techniques for identifying factors most likely to affect employee performance in a given organizational culture
• Using analytics to turn employee engagement into employee performance
• Outlier data: Approaches for managing “unusual” employees
• Using analytics to maximize the impact of leadership on performance

CISCO Case Study: Bringing Talent Data and Intelligence to the Fingertips of HR and the Business with Cisco’s Talent Cloud

“Hear about Cisco’s journey towards a more data-driven mindset in HR and how they have scaled this approach globally. Cisco Systems created its Talent Cloud, a digital ecosystem with the employee at the centre. It is a platform that enables employees to manage their own career while also proving HR and the Business with critical data that they’ve never had access to before and enables them to find the right talent at the right time as well as manage their workforce needs.The team has built an approach that is proving to be extremely valuable for both internal and external hiring as well as essential to conversations on workforce planning and site strategy. HR and the Business can access data to understand the skillset of their existing workforce and where they have critical skill gaps, while the external recruitment team is using analytics to build credibility, drive more strategic discussions with their hiring managers and provide snapshots of available talent pools to influence future hiring decisions.”

• What are our biggest skills gaps?
• What should our workforce look like in the future?
• How can you get an honest and accurate picture of your internal and external Talent Pool?

• Applying Science of Behaviour and People Analytics to Tackle Organizational Issues and Drive Business Success
• How can organization evolve their understanding of the flow of value through their people
• How can analytics improve that understanding to deliver value?
• Why high-potential programmes fail to deliver
• How to gain actionable insight from engagement data
• Recent and powerful findings in behavioral ecology and how it may offer opportunities for significant and global step changes in the development of human talent

“Hear about Facebook on-going project that involves utilizing data to build recruiting capability for the next 4 years. This case study will share upon the project journey in terms of senior stakeholders involved, decision processes and data utilized (metrics, advanced analytics and also predictive analytics). In addition, learn about the key challenges that were faced at Facebook and the impact of this project on the business.”

• Utilizing data to build recruiting capability for the next 4 years
• The role of data when collaborating with senior stakeholders and driving decision processes
• Metrics, advanced analytics and predictive analytics to drive recruitment strategy and performance
• Key challenges and business impact

Panel Discussion: Driving the Future of Talent Management with Analytics – How Far Can It Go?

• What are the future challenges facing talent management?
• How much valuable insights can talent analytics provide?
• How to sustain a productive and innovative workforce with the help of data analytics, HR technology and tools?
• Prioritizing key challenges that may prevent the effective rollout of talent analytics project

Moderator:

• David Green, Talent Analytics Thought Leader and Global Director, People Analytics, IBM

Panelists:

• Krystian Oppenheim, Global Talent Analytics Lead, UBS
• Max Blumberg, Founder and People Analytics Advisor, Blumberg Partnership
• Eugene Burke, Former Chief Science & Analytics Officer, CEB
• Ton van Dijk, Director Strategic Workforce Planning & People Analytics, EY

“Hear from Shell’s Dr. Iva Cek, who creates and validates global assessments and metrics used for graduate recruitment, leadership development and leadership potential, to uncover “behind the scene” insights to the process, purpose and creation of some of Shell’s upcoming innovative analytics projects and predictive researches that enable and strategically support key stakeholders to achieve Shell’s business objectives, goals and sustainability. Through this session, you will also learn effective storytelling techniques to win stakeholders buy-in for your HR initiatives and change projects by accurately aligning your actionable data insights with the business needs and laying out an effective execution plan to derive maximum business value and ROI out of your HR analytics initiatives.”

• Importance of data
• Importance of insight/storyline
• How to leverage data and the storyline to get senior stakeholders buy-in

Getting the Basics Right in HR Measurement and Analytics: From Foundation to Maturity

• Global market overview of People Analytics and Reporting: what’s happening
• Using People Analytics, measurement and reporting for business impact, growth and innovation
• Linking internal and external reporting
• What does good look like?
• Case studies
• HR Analytics COE’s
• What needs to happen so business decisions can be made from People reporting?
• Understanding the 3 most important measures
• Your next steps

• Lessons learnt
• Talent Acquisition capacity planning
• Total avaliable market recruiting
• Workforce analytics at LinkedIn

ABN AMRO Bank Case-Study: Utilizing Predictive/Prescriptive HR Analytics For Strategic Business Support and Future Workforce Planning at ABN AMRO Bank

A must see session if you want to learn more about HR analytics and how to implement it. Patrick will address topics like . Why is HR analytics important. How can you implement HR analytics. What can be considered best-practises. And he will share a couple of examples of their research programs and their outcomes. In short, a session you cant miss when ýou are considering using HR analytics or want to learn more about it.

• Takeaway valuable lessons learned
• Showcase of real-life cases of the predictive/prescriptive HR analytics projects
• Discover real, practical and powerful insights with predictive HR analytics

Patrick Coolen
HR Metrics and Analytics
ABN AMRO Bank

“Gain an exclusive insight into Nestlé’s People Analytics journey and Analytics portfolio and learn how HR at Nestlé leverage on people analytics to identify and align external industries mega-trends with the business and utilize effective HR metrics and frameworks to identify new business opportunities, create actionable people data insight and derive tangible business values, innovative solutions and attain business performance sustainability. In addition, through this case-study showcase, you will also learn the critical elements required to succeed in your own people analytics journey and how to successfully transform your HR to become a credible, reliable, effective and efficient business partner.”

• Overview on the Nestle People Analytics journey and Analytics portfolio connecting external Mega-trends to Nestle (HR and business)
• Linking People metrics to business results
• Create insight and value for the business through people analytics

Ralf Büchsenschuss
Global HR Strategy, Analytics and Transformation
Nestlé

“Walk through Aviva’s people analytics journey thus far and learn about how the world’s sixth largest insurance group is building up their analytics culture and capabilities and utilizing it to shape their day to day business decisions. Hear about what works and what does not and most importantly, the lessons and key takeaways from their work”

• Building HR Analytical culture and capability at Aviva
• The journey we are on
• Our proof points so far
• What we have learnt

• How will HR function evolve with the use of data and analytics in the next 5 to 10 years time?
• What are the implications to HR work and thought processes with Big Data and technology innovation?
• What are the possible pitfalls and drawbacks to look out for?

David Green, Talent Analytics Thought Leader and Global Director, People Analytics, IBM

Panelists:

Richard Phelps, Founder, The Human Times

Dr. Iva Cek, Advisor, Assessment Solutions, HR Analytics, Shell

Patrick Coolen, HR Metrics and Analytics, ABN AMRO Bank

Nathan Adam, HR Director, Aviva

• Planning: Building a successful road-map for deploying next-generation people analytics to solve problems such as flight risk/attrition, recruitment, performance management, diversity and engagement.
• Value: Demonstrating and communicating the value of people analytics initiatives
• Support: Building executive and business support for people analytics
• Governance: Positioning people analytics in the organization for maximum impact
• Resourcing: Outsourcing, insourcing, roles and skills for taking people analytics to the next level
• Technology: Key tools and technologies

• Principles of predictive analytic modeling
• Scoping predictive analytics projects
• Building a predictive analytics road-map
• Choosing the right data for predictive analytics
• Identifying the competencies and skills required for effective predictive analytics
• Predictive analytics technology options