G0: Town Hall

The Role of HR in the Future of Work - A Town Hall

Regency Ballroom 1-2-3, Monday 3:30 PM - 5:00 PM

Josh Bersin, Principal and Founder, Bersin by Deloitte, Deloitte Consulting LLP
Nicola Vogel, Senior Director, Human Resources, Danfoss
Frank Møllerop, Chief Executive Officer, Questback
David Mallon, Head of Research, Bersin by Deloitte, Deloitte Consulting LLP

Massive changes spurred by new technologies such as artificial intelligence, mobile platforms, sensors and social collaboration have revolutionized the way we live, work and communicate - and the pace is only accelerating. Robots and cognitive technologies are making steady advances, particularly in jobs and tasks that follow set, standardized rules and logic. This reinforces a critical challenge for business and HR leaders—namely, the need to design, source, and manage the future of work.

In this Town Hall, we will discuss the role HR can play in leading the digital transformation that is shaping the future of work in organizations worldwide. We will explore the changes we see taking place in three areas:




G1: Plenary

To Be Announced

Regency Ballroom 1-2-3, Tuesday 8:30 AM - 9:30 AM

Josh Bersin, Principal and Founder, Bersin by Deloitte, Deloitte Consulting LLP




G2: Plenary

The WhatWorks® Award Program

Regency Ballroom 1-2-3, Tuesday 3:30 PM - 5:00 PM

David Mallon, Head of Research, Bersin by Deloitte, Deloitte Consulting LLP

The WhatWorks® Award Program recognizes outstanding talent-related innovations that drive business impact. This session will showcase the finalists in these categories: Transforming HR; Developing Tomorrow's Leaders; Enabling High-Impact Learning; Acquiring Top Talent; and Optimizing Talent Management. Each finalist will present a brief case study, highlighting the initiative's challenges, the solution, and the results. At the end of the session, attendees will vote to select the 2017 WhatWorks Program ultimate award recipient. Results will be announced at the conference on Wednesday, May 24.




G3: Plenary

Regency Ballroom 1-2-3, Wednesday 8:30 AM - 9:30 AM

To Be Announced




G4: Plenary

Regency Ballroom 1-2-3, Thursday 3:15 - 4:15

To Be Announced




DO1: Research

L&D: Radical Change or Get Out of the Game?

Atlantic Ballroom 3, Tuesday 10:15 AM - 11:15 AM

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[8]

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:




DO2: Working Session

Designing the Networked Organization

Atlantic Ballroom 2, Wednesday 10:00 AM - 11 AM

Eunyun Park, Research Methods Leader, Bersin by Deloitte, Deloitte Consulting LLP

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.




DO3: Case Study

Teams and the Future of Work

Atlantic Ballroom 1, Tuesday 11:45 AM - 12:45 PM

David Mallon, Head of Research, Bersin by Deloitte, Deloitte Consulting LLP
Dominic Price, Head of Research and Development and Work Futurist, Atlassian

Fully 88 percent of respondents to the 2017 Deloitte Global Human Capital Trends report believe that building the organization of the future is an important or very important issue. As we think about the future of work and how organizations should respond to disruption, the team is becoming a pivot point. As networks and ecosystems replace organizational hierarchies, the traditional question "For whom do you work?" has been replaced by "With whom do you work?"

What are the characteristics that make teams successful? How can we empower team members to work together more effectively, communicate, build trust, set goals and maintain velocity? What type of environments do we need to create to better support team performance? Finally, what are the most effective ways to measure team success and track a team's improvement over time?

By analyzing the dynamics of hundreds of teams, Atlassian has identified specific attributes typically shared by healthy, high-performing teams. In this session, Price will discuss these attributes and ways to put them to work in your organization.




DO4: Case Study

Reimagining Learning: Rewiring the House While the Lights Are On

Atlantic Ballroom 1, Tuesday 2:00 PM - 3:00 PM

Dani Johnson , Vice President and Learning and Development Research Leader, Bersin by Deloitte, Deloitte Consulting
Barry Murphy, Global Learning Lead, Airbnb

In an age where most employees carry a supercomputer around in their pockets, many methods and initiatives offered up by the L&D department are not only unengaging, but often outdated and inadequate. Indeed, while the outside world has gone digital, many learning leaders are struggling to remain relevant and impactful.

During this session, Barry will outline Airbnb's journey to untether learning from traditional programs and systems, to make content more personalized and on-demand, and to empower employees and encourage collaboration - in short, to meet employees where they are. Specifically, he will discuss:




DO5: Case Study

Lessons from the Lattice

Atlantic Ballroom 1, Wednesday, 11:30 AM - 12:30 PM

Abstract to Be Announced




DO6: Panel

Context Is King: How Organizations Are Curating and Personalizing Content

307 Conference Room, Wednesday 1:45 PM - 2:45 PM

Kris D'Ambrosio, Manager and Lead Advisor, Learning and Career, Bersin by Deloitte, Deloitte Consulting LLP
Kate Day, Vice President, Workforce Enablement Global Technologies and Operations, MetLife, Inc.

Bersin defines "contextualization" in the L&D setting as the art and science of delivering the best content in the best format for learning, development, and performance improvement purposes. The current proliferation of information and new expectations of learners have made this task increasingly difficult. L&D functions are looking for ways to make this undertaking more efficient and more effective through the contextualization of learning content. The panelists will discuss:




TR1: Research

HR: The Digital Transformation and Beyond

Atlantic Ballroom 3, Tuesday 2:00 PM - 3:00 PM

Jeff Mike, Vice President and Human Resources Research Leader , Bersin by Deloitte, Deloitte Consulting LLP

Workplaces today are under disruption by a range of factors, including shifting demographics, relentless business change, and global economic forces. The power of new technologies to address this disruption is directly related to an organization's ability to integrate those technologies into work and transform the ways people create value. Therefore, HR should "become" digital, effectively integrating the workforce, the workplace and people operations as it simultaneously implements new technologies.

This session will present findings from Bersin by Deloitte's most recent research into high-impact HR. The research will explore ways that 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:




TR2: Research

Building the Platform: The Technologies of Digital HR

Atlantic Ballroom 3, Wednesday 10:00 AM - 11:00 AM

Christa Manning, Vice President and HR Solution Provider Research Leader

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 session will also identify different ways to think about technology strategy and planning, including overall employee experience and adoption.




TR3: Working Session

Everything You Wanted to Know About Benchmarking (But Were Afraid to Ask)

Atlantic Ballroom 2, Tuesday 11:45 AM - 12:45 PM

Ben Carroll, Global Human Capital Benchmarking, Bersin by Deloitte, Deloitte Consulting LLP

While many professionals may pride themselves on their business intuition, the fact that something "feels right" does not make for sound decisions. Such an approach can be grounded in personal bias, and is also frequently short-sighted and untestable. By creating a properly structured benchmarking initiative, organizations can shift the focus from emotional to logical decision-making in order to help create a culture in which data serves as the foundation for strategic decisions.

Designed for those with little-to-no prior experience, this working session will provide an introduction to benchmarking basics. Participants will collaborate in small groups to work through a variety of human capital challenges and the processes and data analysis involved.

Topics covered include:




TR4: Case Study

Begin Where You Stand: The Journey to Digital HR

Mark Hickenbottom, Director, Regional HR Operations, CSL Behring
Christa Manning, Vice President and HR Solution Provider Research Leader, Bersin by Deloitte, Deloitte Consulting LLP

Abstract to be announced




TR5: Panel

HR: Becoming Digital

Atlantic Ballroom 2, Wednesday 11:30 AM - 12:30 PM

Julie Duda, Manager, Member Advisory, Bersin by Deloitte, Deloitte Consulting LLP
Catie Harriss, Group Product Manager, Human Resources, Intuit
Elizabeth Knuppel, Chief Human Resource Officer, Vertafore

Workplaces today are being disrupted by a range of forces, including shifting demographics, fluid labor markets and relentless change. Many organizations are looking to new technologies to help 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 should go beyond technology implementations in an effort 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 mind-sets, capabilities and practices of a digital HR organization. Panelists will discuss where their organizations are on this journey and the challenges and successes encountered to date. Attendees will leave with key considerations for initiating this shift in their own organizations.




TR6: Case Study

Design Thinking Transforms HR

Atlantic Ballroom 1, Wednesday 1:45 PM - 2:45 PM

Jeff Mike, Vice President and Human Resources Research Leader, Bersin by Deloitte, Deloitte Consulting LLP
Isabel Naidoo, Senior Vice President of Talent, FIS

One of the most prominent trends over the past few years has been the adoption of design thinking by HR departments to transform the way they approach their workforces. Instead of developing systems and processes with a primary focus on efficiency or compliance, the changing dynamics in talent markets and employee engagement have driven many HR organizations to put a primary focus on maximizing employee experiences.

While design thinking has been an important trend, few stories have emerged about how HR has successfully applied design thinking. This case study will take a deep dive into the practices of one of the earliest and one of the most successful adopters of design thinking. Attendees will learn about the early impetus for this company's adoption of design thinking in HR. They will also learn about the specific steps the company's HR team took to completely transform its approach to the workforce and the specific benefits and results achieved.




LD1: Research

Creating an Inclusive Culture to Drive Performance

Atlantic Ballroom 3, Wednesday 11:30 AM - 12:30 PM

Candace Atamanik, Talent Management Research Leader, Bersin by Deloitte, Deloitte Consulting LLP
Stacia Sherman Garr, Vice President, Talent and Workforce Research, Bersin by Deloitte, Deloitte Consulting LLP
David Mallon, Head of 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.




LD2: Working Session

Accelerating Leadership Growth: Applying the High-Impact Leadership Maturity Model

Atlantic Ballroom 2, Tuesday 2:00 PM - 3:00 PM

Andrea Derler, Ph.D., Manager, Leadership and Succession Management Research, Bersin by Deloitte, Deloitte Consulting LLP
Eunyun Park, Ph.D., Manager, Research Methods, Bersin by Deloitte, Deloitte Consulting LLP
Christina Rasieleski, Senior Consultant, Member Advisory Services, Bersin by Deloitte, Deloitte Consulting LLP

Our new Leadership Maturity Model conveys a clear message-the most successful companies create the right context for leadership growth by looking far beyond program-oriented approaches to leadership development. In contrast, organizations on the lower maturity levels rely primarily on formal programs to educate their leaders, rather than allowing organizational culture and design to guide leadership development and business outcomes.

In this session, participants have the opportunity to take a guided tour around the new Leadership Maturity Model. After a short introduction into the factors and levels of leadership maturity, participants will assess their own organization's leadership maturity via our rapid assessment tool, learn about leading practices from other organizations, and design a first-action plan for improving their organization's leadership maturity.

In this interactive session participants will:




LD3: Panel

Performance Management: Stories from the Front Line

307 Conference Room, Tuesday 10:15 AM - 11:15 AM

Dean Carter, Vice President, Human Resources and Shared Services, Patagonia
Michael S. Lopez, Senior Director of Human Resources, 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:

Both presenters will also share the quantitative impact of the changes they have made. The session will include time for audience questions.




LD4: Panel

New Strategies for High-Potential Assessment and Development

307 Conference Room, Tuesday 11:45 AM - 12:45 PM

Lisa Ciampolillo, Director, Global Talent Development, Hasbro, Inc.
Sarah Gretczko, Director, Organizational Development, Mastercard
Gretchen Payne, Manager, Succession Management and Talent Development, Amway
Christina Rasieleski, Senior Consulting, Member Advisory Services, Bersin by Deloitte, Deloitte Consulting LLP

Challenges around the identification, selection and assessment of individuals with the "right" leadership capabilities have been on the minds of HR executives for decades - and with good reason. Recent research confirms that an organization's ability to retain high-potential talent is a critical component of its overall leadership maturity [1] , and the identification of high-potential talent is one of the key aspects of effective succession management [2] . However, many companies still struggle with the identification of "rising stars," and 35 percent of global organizations do not even offer tailored leadership programs for high-potential employees and emerging leaders [3] .

High-potential identification goes far beyond the administrative exercise of creating HiPo pools or assessing individuals whose names appear in the upper-right hand of a 9-box grid. It involves a collective and deep understanding of the types of leaders needed to maintain and strengthen market presence, to execute business strategy and to foster an engaging and productive workforce culture.

This panel discussion will provide examples of ways that organizations can improve identification processes and maximize high-potential talent, as well as potential pitfalls to avoid.




LD5: Case Study

Transforming Learning and Career Development (In Four Months)

Atlantic Ballroom 1, Wednesday 10:00 AM - 11:00 AM

Janet Clarey, Learning Development and Research Leader, Bersin by Deloitte, Deloitte Consulting LLP
Mike Jordan, Global Head of Talent and Learning, HP Inc.

In 2014, HP announced it was splitting into two companies: Hewlett-Packard Enterprise and HP Inc. The mission of HP Inc. was to be "the leading personal systems and printing company delivering innovations that will empower people to create, interact, and inspire like never before."

The newly formed company had the unique opportunity to reinvent its market brand as well as its organizational structure and culture. One of the largest shifts was around learning and development. Those involved in these functions seized the moment and quickly organized to get insights on what needed to be left behind, carried forward, or overhauled to position HP Inc. for success.

In this session, attendees will learn how HP Inc. used a crowdsourcing model to rapidly deconstruct and then build from scratch its approaches for how employees learn and grow. Working with a worldwide team from business HR, employee relations, legal, learning, talent, employee communications, IT, and HR systems, HP Inc. launched a new platform-which it branded Brain Candy-to enable 50,000 employees to connect, share expertise, and follow paths to take control of their learning needs and overall development. The entire initiative was completed in just four months.

This session will take attendees through HP Inc.'s transformation journey, including the challenges, lessons learned, and results to date.




LD6: Case Study

Rebooting Succession with a Data-Driven Leadership Pipeline

Atlantic Ballroom 2, Wednesday 1:45 PM - 2:45 PM

Andrea Derler, Ph.D., Leadership & Succession Research Leader, Bersin by Deloitte, Deloitte Consulting LLP
Darren Kamphuis, Chief Learning Officer, Saudi Electricity Company

When a new CEO took Saudi Electricity Company's reigns in 2013, the company's talent team had to revamp the organization's talent and succession strategy. This meant both finding ways to replenish a dried-up leadership pipeline, and initiating a critical cultural shift in how business executives and talent professionals thought about assessing and developing future leaders.

Canadian-born Chief Learning Officer Darren Kaphuis will provide a unique glimpse into his work in Saudi Arabia and describe the evolution of the company's strategy-driven succession and leadership development initiatives. Bersin by Deloitte's latest succession management research [2] which identifies five key performance drivers, will be woven into this presentation.

Topics covered will include:




AE1: Research

High-Impact People Analytics 2017

Atlantic Ballroom 3, Tuesday 11:45 AM - 12:45 PM

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:

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.




AE2: Research

Understanding the Digital Potential: Changes Ahead for Mid-Market HR

Atlantic Ballroom 3, Wednesday 1:45 PM - 2:45 PM

Larry McAlister, Vice President Global Talent Management, Equinix, Inc.
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.[5] 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.[6] 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.[7] 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:




AE3: Working Session

Designing the Employee Experience

Atlantic Ballroom 2, Tuesday 10:15 AM - 11:15 AM

Janet Clarey, Learning Development and Research Leader, Bersin by Deloitte, Deloitte Consulting LLP
Camille Price, Senior Manager, Bersin by Deloitte, Deloitte Consulting LLP

As today's work environments become more complex and shift to a networked, team-based structure, HR departments should improve the employee experience continually so their organizations can attract and retain skilled workers.

Nearly 80 percent of executives surveyed for Deloitte's 2017 Human Capital Trends report rated employee experience as very important (42 percent) or important (38 percent), but only 22 percent rated their companies as excellent in building differentiated employee experiences.[4]

By focusing on the employee experience, HR leaders can improve employee engagement, empower teams and leaders, and develop workforce solutions that will be useful and compelling to employees.

In this working session, participants will collaborate in small groups to tackle the challenges of designing a positive employee experience. Participants will also:




AE4: Panel

The Business Case for Employee Well-Being

307 Conference Room, Tuesday 2:00 PM - 3:00 PM

Cherie Bescript, Senior Consultant, Member Advisory Services, Bersin by Deloitte, Deloitte Consulting LLP
Jen Fisher, National Managing Director for Well-Being, Deloitte Consulting LLP
Christopher R. Mohr, PhD, RD, Performance Coach, Johnson and Johnson Human Performance Institute
Erin Seaverson, Senior Director, Research and Evaluation, Staywell
Barbara Steel, Head of Member Advisory Services, Bersin by Deloitte, Deloitte Consulting LLP

As companies seek new ways to attract, retain, and engage employees, holistic approaches to simplifying work and preventing burnout are being incorporated into some HR strategies. The most effective companies are developing programs that not only support employee well-being but also drive sustainable performance.

This session will feature executives who have successfully changed their companies' philosophy about "wellness," leading to the design of well-being programs that have made a difference in workforce performance. Topics covered in the session include ways to:




AE5: Panel

Improving the Employee Experience: Listen Local, Act Global

307 Conference Room, Wednesday 10:00 AM - 11:00 AM

Amy Alexy, Vice President, Global Talent, The Goodyear Tire & Rubber Company
David Mallon, Head of Research, Bersin by Deloitte, Deloitte Consulting LLP
Rebecca Trostsky, Director, Global Talent Management and Leadership Development, Ingersoll Rand

In a digital world with increasing transparency and high-personalized technologies, employees expect a productive, engaging, enjoyable work experience. To that end, many organizations are rethinking how they listen to employees, capturing employee feedback both more frequently and by new and varied means. And they are using that data to underpin a new approach to improving the productivity of their workforces - an approach that builds on the foundation of culture and engagement to focus on the employee experience holistically, considering all the contributors to worker satisfaction, engagement, wellness, and alignment.

In this session, the panelists will share how their organizations have:




AE6: Panel

At the Intersection of Social Media and Employment Brand: Improving the Candidate Experience

307 Conference Room, Wednesday 11:30 AM - 12:30 PM

Robin Erickson, PhD, Vice President, Talent Acquisition Practice Leader, Bersin by Deloitte, Deloitte Consulting LLP
Larry Sanford, Head of Global Talent Acquisition, Coupa Software
Michelle Wagner, Senior Vice President of People, Evernote
Tom Williams, CEO, BetterCompany

Did you know that candidates are combing social media to find out everything about your organization before they even apply? They're having conversations on channels you can't control and sometimes can't even see. And, in many cases, they're using what they find to decide whether to work for you - or even do business with you - whether or not the information is accurate.

A candidate's experience sets the tone for her overall employee experience. From the efficiency of your processes, to the responsiveness of your communications, to the inclusiveness of your culture, your candidates are watching and listening - and they are talking.

In today's talent-scarce world, organizations should actively listen to the marketplace and cultivate their candidate experiences accordingly to help ensure the desired employer brand matches the reality of candidate perceptions. This session will feature executives who have effectively transformed their organization's candidate experience. Panelists will share leading practices and examples for:




W1: Workshop

Digital Learning or Learning in the Digital Age: Promises versus Realities

307 Conference Room, Thursday, 8:30 AM - 12:00 PM

Josh Bersin, Principal and Founder, Bersin by Deloitte, Deloitte Consulting LLP by Deloitte
Bill Pelster, Principal, Deloitte Consulting LLP

The topic of digital learning has exploded in the last 24 months with promises of a new and better learning experience - one leveraging tailored content, micro-learning, social, mobile, and a host of other emerging ideas. The market offers new platforms and technologies from new entrants and traditional players alike.

At the same time, learning leaders are struggling to make sense of it all. What gaps exist between what digital learning promises and what it can deliver today? How can digital learning be leveraged as a mindset that enables workers in new ways, rather than simply applying new technologies to old methods? How do organizations avoid assuming digital learning is the strategy rather than an enabler of the strategy?

This interactive workshop will guide attendees through:




W2: Workshop

The Refreshed High-Impact HR Operating Model: Familiar, Sustainable, Revolutionary

312/313 Conference Room, Thursday, 8:30 AM - 12:00 PM

Gary Johnsen, Specialist Leader, Human Capital, Deloitte Consulting LLP
Art Mazor, Principal and Global Leader for HR Service Delivery and HR Transformation Strategy, Deloitte Consulting LLP

Disruptions of all types and from all directions are simultaneously impacting business and workforces. To respond and lead through disruption, HR should adapt and evolve its operating model, as well as overall capabilities and digital technologies.

This workshop will show participants how Deloitte's High-Impact HR Operating Model, initially introduced two years ago and recently updated based on new insights, can help them effectively turn disruption into business opportunities. Based on extensive research and practical experience gained through collaboration with enterprises around the world and across industries, the model is dynamic and designed to align with an enterprise's culture, work processes, and the business's unique strategy and priorities.

In this working session, we will:

Group activities and case studies will focus on core principles and strategic design choices for the four key components of the operating model: HR leadership team, Business HR, Communities of expertise, and HR operational services.




W3: Workshop

The Simply Irresistible Organization â„¢ : Transforming Employee Engagement

303 Conference Room, Thursday, 8:30 AM - 12:00 PM

Alyson Daichendt, Managing Director, Human Capital, Deloitte Consulting LLP
Stephen Redwood, Principal, Human Capital, Deloitte Consulting LLP
Madhura Chakrabarti, Manager, Bersin by Deloitte, Deloitte Consulting LLP

As employees' expectations and values shift, the workplace of today - and tomorrow - is evolving with them. As this change happens, organizations should think about engaging the workforce in new and different ways.

This session will introduce participants to the latest research on employee engagement, including current trends and the "always listening" approach. We will discuss the Simply Irresistible Organization (SIO) model, which Deloitte and Bersin created to better engage the workforce of today.[9] Participants will take part in a series of facilitated discussions, individual exercises, and interactive group activities intended to increase awareness and understanding, and ultimately better engage their workforce.

During the session, participants will:




W4: Workshop

Does Your Job Architecture Support Your Talent Management Goals and Priorities?

301 Conference Room, Thursday 8:30 AM - 12:00 PM

Lynda S. Phenix, Actuarial, Rewards and Advanced Analytics, Deloitte Consulting LLP
Sheila C. Sever, CCP, Senior Manager, Compensation Strategies, Deloitte Consulting LLP
Greg Stoskopf, Managing Director, U.S. Compensation Practice Leader, Deloitte Consulting LLP

One of the disruptors impacting the talent landscape today is the evolving social contract between employers and employees. Traditional job architectures often don't reflect employee expectations for enriching work experiences and rapid career growth or business requirements for greater workforce flexibility and adaptability.

Consequently, many organizations are looking for ways to upgrade and modernize job architecture systems to better support today's talent needs.

This session will include a primer on job architecture—including topics such as job leveling, job titling, career progressions and supporting pay practices. In it, we will also share the latest benchmarking findings from the Global Job Architecture Practices Survey, the first research of its kind.

In addition, we will discuss and share insights on:




W5: Workshop

Creating a Compelling Candidate Experience

212/213 Conference Room, Thursday 8:30 AM - 12:00 PM

Bill Cleary, Senior Manager, Deloitte Consulting LLP
Robin Erickson, PhD, Vice President, Talent Acquisition Research, Bersin by Deloitte, Deloitte Consulting LLP

Today, job applicants expect their candidate experiences to be as positive as their best customer experiences. These expectations, coupled with the widespread use of social media and online employer reviews, mean that an excellent and engaging candidate experience can be a competitive advantage.

When approached in a deliberate way, a highly impactful candidate experience can be achieved without overhauling the entire talent acquisition process. Determining where to invest often limited budget and resources can be tricky, especially with the rapidly changing technology landscape. Focusing on those points throughout the application journey that matter most to top talent is key to making smart choices.

In this interactive workshop, participants will:



[1] High-Impact Leadership: The New Leadership Maturity Model , Bersin by Deloitte, Deloitte Consulting LLP/Andrea Derler, Ph.D.

[2] High-Impact Succession Management: Factors and Dimensions , Bersin by Deloitte, Deloitte Consulting LLP / Kim Lamoureux and Andrea Derler, PhD, 2016.

[3] High-Impact Leadership Research, Bersin by Deloitte, Deloitte Consulting LLP, 2016

[4] 2017 Deloitte Human Capital Trends, Bersin by Deloitte, Deloitte Consulting LLP, 2017

[5] The Mid-Market Report , SWC Technology Partners, November 2016.

[6] Small and Medium Sized Employers are Writing the Future of HR Tech , LaRocque, George, Fall 2016.

[7] Technology in the Mid-Market: Taking Ownership , Deloitte LLP, 2016.

[8] Global Human Capital Trends 2016: The new organization — Different by design , Deloitte Development LLC and Deloitte University Press, 2016.

[9] Please note that this proposal serves as a high level overview of the exercises we are planning to employ to help participants think about employee engagement in the context of the Simply Irresistible model. We are expecting a publication from Josh Bersin in early 2017 that may impact the content of the session, including changing "employee engagement" to "employee experience" and potentially changing the SIO model.