We are working on our robust agenda, which will include 24 breakout sessions, several keynote presentations, case studies and interactive workshops, as well as networking activities. We will start the conference with a variety of optional, pre-conference activities on Monday afternoon, May 22. The conference will officially begin with an opening reception at 6:00 p.m. that evening. The conference closes with a reception ending on Wednesday, May 24 at 5:15 p.m. Optional workshops will be available on Thursday, May 25 from 8:30 a.m. through noon for an additional $350 fee. We invite you to check back frequently as we continually add details about the conference agenda.
Christa Degnan Manning, Vice President and HR Solution Provider Research Leader, Bersin by Deloitte, Deloitte Consulting LLP
A digital transformation can be daunting. The good news is there are multiple paths and options organizations can take on the technology journey. This session will review how companies are using old and new technologies to tackle everything from the age-old challenges of compliance to modern millennial engagement – all with an eye toward fostering productivity.
Topics covered by this presentation include:
- The current state of core HRIS/HCM solutions
- Navigating the move to the cloud
- Complementary solutions to help fill technology gaps in HR service delivery, such as information portals, knowledge management, and case management
- Emerging artificial intelligence (AI) technologies for HR in areas such as robotic process automation and cognitive computing and how these technologies could fit in with existing investments
The session will also identify different ways to think about technology strategy and planning, including overall employee experience and adoption.
Creating an Inclusive Culture: Driving Performance with Talent Management and Diversity and Inclusion
Stacia Sherman Garr, Vice President, Talent and Workforce Research, Bersin by Deloitte, Deloitte Consulting LLP
What does it take to create a high-performing, inclusive culture? Our newest research on high-impact talent management and high-impact diversity and inclusion (D&I) has insights on ways to do just this! We find that high-performing, inclusive organizations fundamentally approach their relationship with talent differently. These organizations are moving away from using programs as primary interventions and instead are focusing on building cultures with activities, symbols, brands, and other approaches that make inclusiveness a part of how work gets done.
In this session, we will share Bersin by Deloitte's new high-impact diversity and inclusion maturity model, explain strategies for how organizations can become more diverse and inclusive, and detail the potential business and talent benefits of doing so. We will explicitly show how D&I efforts link (or map) to our high-impact talent maturity model. We will also provide a roadmap for organizations that want to improve their talent management and diversity and inclusion efforts. Examples from companies identified in our research will bring the data to life.
The "new world" of work is here, and it is driving shifts in organization design and new organizational principles. Organizational charts tend to grow less relevant as the importance of agile teams and networks – internal and external - increases.
According to Deloitte's Global Human Capital Trends 2017, 89% of executives surveyed view building the organization of the future as their most important issue. Yet, it is also appears to be the issue for which human capital practitioners are least prepared, primarily because of the lack of resources and tools needed to study the dynamics of organizational change.
In this session, we will discuss the emerging key principles for new organization design and ways organizational network analysis can lead to boundary-spanning networks and culture.
Madhura Chakrabarti, Ph.D., People Analytics Research Leader, Bersin by Deloitte, Deloitte Consulting LLP
While the importance of people analytics is widely recognized, few organizations are actually prepared to implement it and take advantage of its use. Results from Deloitte's Global Human Capital Trends 2016 survey showed that 77% of global executives believed people analytics is important or very important. However, only 32% felt their organizations were ready or somewhat ready for people analytics initiatives.
In this session, Chakrabarti will highlight findings from Bersin by Deloitte's 2017 people analytics industry study, which is based on responses from approximately 900 HR and business executives. In particular, the presentation will focus on:
- The ecosystem needed to effectively build, sustain and scale data-driven people practices in an organization
- Aligning people analytics initiatives with business and organizational goals
- People analytics skills currently in place and identified skills gaps
- Technology infrastructure and organizational structures characteristic of advanced organizations in the analytics maturity curve
- Ways to champion the adoption and use of people analytics throughout the organization so as to make it part of the organizational DNA
In addition, participants will learn about the current state of people analytics practices in organizations; factors related to data strategy, governance, data culture and leadership that can accelerate or hinder the analytics journey; and related leading and 'next' practices.
Christa Manning, Vice President and HR Solution Provider Research Leader, Bersin by Deloitte, Deloitte Consulting LLP
Workplaces today are being disrupted by a range of forces, including shifting demographics, fluid labor markets and relentless change. Many are looking to new technologies to minimize the negative impact of disruption or, better yet, to harness it for competitive advantage. However, the potential of technology to do so directly depends on an organization's ability to integrate solutions with sound work processes, thereby enhancing performance and transforming the ways employees create value. Successful organizations tend to go beyond technology implementations to re-create business, operating, and customer models.
By the same token, "digital HR" is not merely about adding bright, shining technology to a current technology ecosystem. We define digital HR in a much more holistic way: reinventing the way people work together to create value in an organization while simultaneously integrating the workforce, the workplace, and HR operations.
This panel session will focus on the mindsets, capabilities and practices of a digital HR organization. Panelists will discuss where their organizations are on this journey and the challenges and successes encountered thus far. Attendees will leave with key considerations for initiating this shift in their own organizations.
Jeff Mike, Vice President and Human Resources Research Leader, Bersin by Deloitte, Deloitte Consulting LLP
The change never stops. In addition to dealing with demographic shifts, accelerated business change, and evolving organizational structures, HR now grapples with the impact of digital technologies. Emerging technologies incorporating artificial intelligence, cognitive capabilities, analytics, and social networking are already changing many aspects of HR. And more change most certainly will come.
This session will present findings from Bersin by Deloitte's most recent research into High-Impact HR. The research will explore how digital technology and other business disruptors are influencing HR strategy, HR's technology strategy, organizational culture, HR leadership and capabilities, and HR structure and governance.
The presentation will also include discussion of the:
- Ways of applying digital strategies to drive better worker experiences, people outcomes, and business impact
- Real-world potential of cloud, mobile, robotic/cognitive, social, and analytics-enabled technologies and examples of innovative uses
- Role of design thinking in HR transformation
Dani Johnson, Vice President and Learning and Development Research Leader, Bersin by Deloitte, Deloitte Consulting LLP
Our ongoing research shows that many L&D organizations struggle with the same challenges year after year. At the same time, the gap between the perceived importance of workforce development and L&D's readiness to meet workforce development needs grows wider. Since 2014, the gap has increased 430 percent.1
In this session, we'll reveal the results of our latest L&D research. We will also explore the convergence of career development, learning trends and technologies, workforce trends and the job outlook, employee experience, personalization, and more. Our aim is to discover what changes – and potentially radical ones – L&D should be prepared to make to stay in the game.
Potential topics to be discussed include:
- Invisible learning and development – what are the technologies and processes involved and the organizational structures needed to put it to work
- The intersection of career management and employee development
- The rise of contextualization in learning
- The expansion of the learning technology universe
1Global Human Capital Trends 2016: The new organization — Different by design, Deloitte Development LLC and Deloitte University Press, 2016.
Madhura Chakrabarti, Ph.D., People Analytics Research Leader, Bersin by Deloitte, Deloitte Consulting LLP
This interactive session is designed for talent executives responsible for some facet of people analytics and with at least 12 to 18 months of experience in the field.
Attendees will discuss their people analytics journey with a special emphasis on data confidentiality, privacy, integrity, and ownership. The discussion will cover different types of analyses now in use, including organizational network analysis. The session will also examine issues related to the use of people-related data, such as employee reaction and the potential perception of "creepiness."
Following are some of the specific questions that will be covered:
- In which areas have you faced the most challenges when it comes to data privacy and confidentiality?
- What are some standard practices that organizations use to pre-empt or address these challenges?
- Have you had any special breakthroughs in these areas during your analytics journey?
- Who is considered the 'owner' of people data? What implications does ownership have on the day-to-day operations and service delivery of people analytics?
- Which internal and external partnerships have been beneficial in resolving data privacy and confidentiality issues?
This interactive roundtable session is by invitation only with a limited number of seats. If you are interested in attending, please email Marie Viola at email@example.com no later than May 8 to find out whether seats are available.
Performance Management: Stories from the Front Line at Patagonia and Athleta (division of Gap, Inc.)
Stacia Sherman Garr, Vice President, and Talent and Workforce Research Leader, Bersin by Deloitte, Deloitte Consulting LLP
Organizations evolving toward continuous performance management approaches often face significant challenges in determining how to get employees and managers to integrate the new approach into their day-to-day work and ways to connect the new approach to compensation. In this session, leaders from Patagonia and Athleta will each share how they have addressed these challenges and more. Both organizations will share how they have:
- Moved to a more continuous “check-in” performance approach
- Changed their overall expectations of managers and employees with regard to feedback
- Evolved how goals are used
- Made dramatic (though different) changes to how compensation is administered
Both presenters will also share the quantitative impact of the changes they have made. The session will include time for audience questions.
Denise Moulton, Manager, Mid-market HR and Talent Research Leader, Bersin by Deloitte, Deloitte Consulting LLP
In an era when reliance on digital technologies is growing across most enterprises, many mid-market organizations are only beginning to address this business imperative. Complicating the opportunity is a growing disconnect between the C-Suite and the IT organization.1 In the midst of enterprise investments in social, mobile, analytics and cloud technologies, how can mid-market HR departments become advocates of change while simultaneously harnessing the power of digital technologies for employee support and process automation?
Fortunately, mid-market HR organizations are typically eager to try new technologies.2 The productivity gains as a result of new HR technology can enable talent across the ecosystem to take on more responsibilities, and make the move to digital the strategic differentiator that many small to mid-sized firms seek.3 From apps to platforms for payroll to pulse surveys, the mid-market is accelerating the use of technology to modernize the workplace.
During this presentation, we will share findings from our new high-impact human resources research specific to the middle-market. Topics will include:
- Why mid-market HR teams should pave the way towards a fully integrated, enterprise-wide digital strategy
- Ways mid-market HR teams can balance the common challenges and benefits of digitization
- Ways digital technologies can help mid-market firms address their unique talent challenges
1The Mid-Market Report, SWC Technology Partners, November 2016.
1Small and Medium Sized Employers are Writing the Future of HR Tech, LaRocque, George, Fall 2016.
1Technology in the Mid-Market: Taking Ownership, Deloitte LLP, 2016.