Ross Sparkman, Head of Strategic Workforce Planning at Facebook, presented on how to diagnose people-related issues to develop strategies that improve performance and drive increased effectiveness across the organization, how to engineer a framework for talent development and management across the organization, using data visualization to analyze, predict, prescribe, and report to C-suite executives and more! If you would like to receive a copy via email, email firstname.lastname@example.org.
Vanessa Lammers, Director of Global People Analytics & Insights & Deep Litt, HR Manager–Projects at Nestle Waters, discusses how Nestle Waters North America, the leading bottled water supplier, achieved successful results within a year of setting up their People Analytics & Insights function. If you would like to receive a copy via email, email email@example.com.
Three years ago, AMD challenged itself to execute on a comprehensive people analytics roadmap to support both HR and the business. Hear about key initiatives, and the structured approach to change management, they took to super-charge its HR within an aggressive implementation timeline. Learn more from this presentation by Arun Kochhar, Workforce Planning & People Analytics Lead at AMD. If you would like to receive a copy via email, email firstname.lastname@example.org.
Sadat Shami, Director, Center for Engagement & Social Analytics IBM Human Resources, spoke to us at the 18th HR Metrics event on how to Apply a Predictive Lens to your Employee Engagement Framework. Check out the full presentation from our previous event here. If you would like to receive a copy via email, email email@example.com.
Go from Tactical to Strategic with this presentation from Chirag Padalia of Aurora Health Care. Chirag discusses how Aurora leveraged analytics to lead the transformation. If you would like to receive a copy via email, email firstname.lastname@example.org.
David Barlaam, Director of Talent Acquisition, Ryder System, Inc. presents on:
- The changes in thinking, behavior, & market understanding needed to predictively recruit
- The impact on hiring managers, recruiters, HR professionals, and executive leadership
- How predictive recruiting affects the Candidate Experience
For too long, recruiting has been a purely reactive exercise: a need arises, recruiting “scopes out” job with hiring manager, a job description is posted, recruiting starts, job gets filled, recruiting ends. Over the past several years, organizations have begun to recruit “proactively” – identifying and interviewing candidates before the burning need arises, often keeping a pool or pipeline of “ready-now” candidates available until needed. While an improvement over reactive recruiting, this approach has a serious limitation: candidates don’t stay well on ice. Through data and analytics, we can move past proactive recruiting into predictive recruiting – knowing what roles are likely to come open, where and approximately when, and recruiting and hiring for them before they are even on the radar.
AT&T is focused on increasing engagement across its broad workforce of 250k+ employees globally. The company has long used Employee Net Promoter Score (eNPS) surveys to understand the attitudes and engagement level of its employees. Beginning in February of 2016, the company’s workforce analytics team sought to deepen that understanding by combining employee event and demographic data (e.g. promotions, supervisor changes, role, etc.) with survey scores. In this presentation, both Matthew Lucy, AVP, Workforce Analytics, AT&T and Matthew Solomon, Principal, Advanced Analytics, AT&T discuss how they:
- Used predictive and statistical modeling to understand the relationships between a variety of data
- Moved from simple up/down metrics (the “what”) to deeper analytics (the “why”)
- Discovered what impact supervisors and leaders are truly having on their employees
In a fast-changing world, your workforce needs to evolve to meet shifting opportunities and challenges. In this context, a certain amount of voluntary attrition is desirable, since it enables organizations to rebalance skillsets and capabilities. But how to maintain a healthy level of turnover? In this session, learn how Nike uses analytics to proactively target pockets within its 75,000-strong workforce where attrition is too low, presenting business leaders with options to recalibrate the rate to a level more consistent with overall business strategy. In this presentation, both Bethany Dohleman, Director of Workforce Intelligence, Nike, and Amy Conner, Director of Workforce Information Operations, Nike discuss key takeaways:
- Start by asking the right (business-driven) questions
- Tie the right data sources together in the right ways
- Clearly communicate not just findings, but insights and calls to action
No matter how rich your data or sophisticated your modeling, people analytics is only as valuable as the business decisions it drives. But business leaders won’t take action unless they understand what you’re telling them. That’s why analytics teams need to master the tools and techniques of effective storytelling and data visualization. In this presentation, see how one company, Bloomberg LP, is tackling this challenge, producing actionable and beautiful data visualizations that support business decision making and create value. Jinying Li, Head of People Analytics, Bloomberg L.P., presents on:
- Matching the right tools with your storytelling and analytical objectives
- Tailoring your presentation to your audience for maximum impact
- Understanding how visualization and storytelling objectives can influence your actual analysis
Successful data analytics projects are founded on effective teams with the right blend of skills and experience. It’s not enough just to hire data analysts; you need a mix of people with strong business acumen and financial literacy as well as HR, project management, organizational psychology and communication skills. Robert O. Lanning, Director of HRIS and People Analytics, Silicon Valley Bank, discusses:
- Assess what skills you already have and what you still need
- Weigh the pros and cons of developing skills in house versus hiring
- Configure team roles and responsibilities so that everyone’s strengths are utilized