AE1: Research
Engagement: Pop the Question
Great Hall 5

Understanding and improving employee engagement is a top priority for many organizations as voluntary turnover increases with a better economy and as the technological solutions for measuring and understanding engagement expand. Many organizations use engagement surveys to test and track how employees see their companies and their jobs.

Yet, there are potential risks in doing engagement surveys, especially as a diagnostic. If a company is not willing to act on feedback, employees may feel their opinions do not matter. If too many surveys are conducted, survey fatigue may set in. So knowing whether, when, and how to conduct surveys is essential.

This session will explain how companies are using engagement surveys based on Deloitte's Global Human Capital Trends data on employee engagement and Bersin by Deloitte's in-depth interviews with companies conducting both annual and pulse surveys. It aims to help practitioners:



AE2: Research
Attracting and Engaging Talent in Mid-Market Companies
Great Hall 5

Organizations of all sizes are struggling to attract and engage talent. This challenge is particularly prevalent in mid-sized firms (defined as companies with approximately 1,000 to 5,000 employees). In fact, talent attraction is often cited as one of the most important business initiatives for mid-market leaders.1 Complicating the hiring process is the vast and changing talent acquisition ecosystem, and the potential effects of poor brand recognition. Faced with such challenges, mid-market organizations may find themselves falling behind their bigger competitors when it comes to attracting and acquiring talent.

Our recent talent management research shows that 35 percent of mid-market organizations lack a clearly defined talent strategy,2 which affects their ability to stay relevant in the aggressive talent market and ultimately their business growth.

This session covers:

1Building the Top Team: How Middle-Market Firms Attract and Retain the Top Talent that Fuels Their Success, National Center for The Middle-Market, April 2015,

2High-Impact Talent Management: The New Talent Management Maturity Model, Bersin by Deloitte / David Mallon, Stacia Garr, Candace Atamanik, November 2015, available to Bersin by Deloitte members



AE3: Panel
What Do Employees Really Want? Using Employee Engagement Survey Data to Change the Workplace
Great Hall 2

Engagement surveys often reveal unexpected results. For example, while most employees care about compensation and benefits, particularly their own, they do not typically expect changes as a result of a survey. As long as compensation is competitive, it is not usually a significant factor in employee engagement. More important is what it is like to work for the company and whether the employee believes his or her work matters. This session will explore the experiences of several HR leaders using engagement surveys and data to change the cultures and employee experiences at their companies. They also will share what worked, what did not, and why.

In addition, panelists will discuss how:



AE4: Case Study
Candidate Experience Transformation
Great Hall 2

Candidate experience is no longer just a differentiator for organizations; it is a table stake. Companies must be proactive in maximizing employer brands to attract diverse, qualified talent while providing robust and innovative solutions to job seekers.

AT&T's analysis of its candidate experience revealed some strengths, such as an award-winning career website, and opportunities for improvement, such as an extensive application process and various candidate drop-off points. Subsequently, AT&T made adjustments to improve the application experience and put into place a specialized team of professionals to work on other challenges in the candidate pipeline. Using data to drive changes, AT&T remapped the workflows for high-volume jobs, resulting in exponential improvements in the overall time to process. As a result of continued study and consultation, additional updates will be implemented throughout 2016 and beyond to further improve the candidate experience. Topics covered include:



AE5: Panel
Emerging From the ATS Black Hole: Candidate Experience Success Stories
Great Hall 1

Many companies are losing out on attracting top talent because their hiring processes deter — or even repel — candidates. Jargon-filled, dry job descriptions, cumbersome application forms, impersonal auto-responses — these are just a few things that can turn off prospective candidates.

This session will feature executives who have successfully changed their companies' candidate experiences in ways that have made a difference. Panelists will share leading practices and examples for:



AE6: Case Study
Enabling Leadership: Using Network Analysis to Unleash Organizational Potential
Great Hall 2

Traditional leadership models focus heavily on HC-centric approaches — such as building out comprehensive talent management systems, validating competency models, and designing effective development programs. Recent research suggests that these approaches should be complemented with social capital strategies to help drive both performance and innovation. Two primary aspects of social capital — group cohesion and brokerage — are particularly relevant to organizational practices.

This session will review leadership programs that more fully leverage the identified competitive advantages of group cohesion to drive better performance today, while also enabling the organization to more effectively innovate and adapt to the challenges of tomorrow through brokerage. The case studies presented show how GM is using organizational network analysis to enable brokers to actively access novel ideas and also leverage the capacity of cohesive groups to disperse and openly share information.



LD1: Research
High-Impact Leadership: Adopting a Systemic Approach to Growing Leaders
Great Hall 5

Despite the annual investments companies make in leadership development, our research shows that organizations are still not achieving desired results. The capability gap — the difference between what we expect of leaders and what they're actually prepared for — widens every year. Today, only approximately 25 percent of leaders feel they are prepared to create an optimal workplace for their people. So, what are we missing?

Based on responses from more than 2,000 HR and business executives, Bersin by Deloitte's 2016 High-Impact Leadership research indicates that we may have failed to look at where leaders primarily learn and grow: in the workplace conducting day-to-day management activities. Therefore, a more holistic, systemic approach to leader growth is needed to understand which factors in leaders' work environments enable their development.

In this session, Derler will share the top findings and preliminary insights from Bersin by Deloitte's ongoing high-impact leadership research. Specifically, she will provide a brief overview of key elements within the organizational structure, its culture, its people, and its existing programs and processes that have shown to enable and foster leader growth.

Participants will learn about research-based findings on the following questions and topics:



LD2: Research
Career Management: Beyond the Borders of the Organization
Great Hall 5

The speed of business, employee mindset, the gig economy and the life of a workplace skill are driving organizations to think differently about how they structure career management. Career management and its traditional views and toolsets (career pathing, competency models, and even developmental paths) may not have enough flexibility and agility to meet the needs of the new work environment. Companies that leverage continuous development and look beyond the borders of the workspace are likely to have the advantage in the future.

Topics to be covered during this session include:



LD3: Working
High-Impact Leadership 2016: Making It Happen
Great Hall 6

Bersin by Deloitte's 2016 High Impact Leadership research shows evidence that many organizations may have failed to look at how and where leaders primarily learn and grow: in day-to-day activities at their workplace. Our research suggests that a more holistic, systemic approach to leader growth in organizations is needed to understand which factors in leaders' work environments support and further their development.

In this interactive working session, the moderators first will share top findings from ongoing high-impact leadership research. Participants will then discuss how some of these insights relate to leadership development initiatives within their own organizations. They can benchmark current efforts to the newest trends in leadership development and explore how structure, culture, people and programs relate to leader growth in their organizations.

Questions we will explore in this session include:

This session will complement the research session Moving Beyond Traditional Leadership Programs: The Secret Sauce for Effective Leader Growth. However, the session will also be of value on its own.



LD4: Panel
Leadership Development in Times of Change
Great Hall 1

Change is a top business challenge for organizations today. The rapid and continuous transformation of our work environment affects the way organizations are expected to perform and how teams and individuals collaborate. To respond, leadership development is also changing to help organizations cultivate the leadership skills required for the new world of work.

In this session, panelists will describe how their leadership development programs align and support current changes their organizations are experiencing — as well as help leaders prepare for the unexpected. Topics for discussion include:



LD5: Panel
Enabling Continuous Learning
Great Hall 1

Is continuous learning really different from any other model? In short, yes. L&D typically has focused on providing training or a learning experience for a specific point-in-time learning need. A continuous learning environment is one that embraces the natural learning pathways of employees and leverages those pathways to drive employee development at any point in time for any learning need.

This session is for learning practitioners and leaders who want to move beyond the traditional models for learning and development and find ways to enable continuous learning. Panelists will provide examples of how organizations enable continuous learning, their journey to embrace the model, their successes and failures, and their words of wisdom.



LD6: Case Study
Career Management: Solving Workplace Challenges
Great Hall 1

With the fundamental shift in workplace demographics and rapid pace of business change, human capital professionals around the globe are challenging traditional career management models and rethinking talent mobility and career path planning. This session examines the journey of one organization to solve multiple workforce planning challenges and to fix a real community crisis by partnering with the Department of Labor and local colleges to create a career lattice that has had tremendous impact on the business and the community. Currier will discuss:



NO1: Research
Innovation: The New Discipline
Great Hall 5

In companies faced with stiffer competition, fickle markets, and an ever-changing business environment, innovation has become a hot topic — and not just for developing new products. As organizations attempt to adapt their workforces to this new reality, human capital functions are often in desperate need of innovation — in how they recruit, manage, and develop their people.

In this session, Quinn will discuss why innovation can be so challenging in large organizational contexts, and ways to think and act differently to help make innovation actually happen. Attendees will learn how innovation is related to 'user-centric' thinking and how challenging deeply ingrained orthodoxies can inspire new ideas. Additional topics covered include:



NO2: Working
Innovating Human Capital
Great Hall 6

Given the current business climate, a company's ability to innovate is becoming crucial in all areas of the business — including human capital practices. When approached with the right mindset and armed with the right tools, investments in innovation initiatives can generate results reliably and repeatedly.

In this hands-on workshop, participants in small teams will work through a rapid-cycle innovation development process, practicing fundamental principles of effective innovation and learning to use new tools to support the process.

Working teams will work on one of two practical challenge questions identified by Deloitte's 2016 Human Capital Trends Report:



NO3: Research
Harnessing Employee Passion in Times of Change
Great Hall 6

To thrive in today's fast-changing, often disruptive business climate, companies need the ideas, skills and tenacity of a passionate workforce.

A recent survey conducted by Deloitte's Center for the Edge found that 46 percent of passionate workers would take significant risks to embrace challenging projects and take on assignments that require new skills even though they risk not performing as well. That's three times higher than non-passionate workers. Thirty-seven percent of passionate workers surveyed report experimenting with alternative approaches to achieve better results, compared to only 18.5 percent of non-passionate workers.

In this session, attendees will examine the common characteristics of passionate workers and the role HR plays in supporting them.

Questions to be discussed include:



NO4: Case Study
Investing in Employee Experience: Treating Your Employees Like Customers
Great Hall 2

Excellent customer service is a primary factor behind the success of Echo Global Logistics, a provider of technology-enabled transportation and supply chain services. The company reported a 39 percent increase in net revenue for 2015 – despite a highly competitive market – and has been recently recognized by numerous trade publications such as Global Trade, Inbound Logistics, and Transport Topics for its business success and service.

In this session, attendees will learn how a strong partnership between HR and business have driven a push to improve and enrich all aspects of Echo's employee experience. Johnson and Waggoner will discuss the challenges of creating consistent employee experiences for Echo's highly distributed, largely millennial workforce and the role of cutting-edge technology for social recognition, collaboration, on-the-job learning, and corporate news.

Johnson and Waggoner will also discuss the importance placed on executive access, career and professional development, and constructive use of employee feedback.



NO5: Panel
Redesigning the Employee Experience: Different Approaches for Different Challenges
Great Hall 2

In this panel session, attendees will hear how top talent executives from three very different companies are working to redesign, refine, and improve employee experiences. While their approaches vary according to the workforces served, market and business trends, and company culture, there are distinct commonalities. All are using untraditional ways to arrive at solutions – whether inspired by product development principles or consumer marketing or design thinking. All are leveraging technology, taking great care to align with business strategy and involve senior leadership, and looking to increase workforce collaboration. Attendees will also hear how these initiatives are changing the role of HR in each of these organizations and the ways each company is rolling out changes.



NO6: Case Study
HR Redesigned: Serving Teams and Their Leaders
Great Hall 2

Where does performance live in an organization? What impact do leaders have?

Historically, organizations striving to improve workforce performance have focused on individuals — by measuring their skills, supporting their development, and evaluating their contributions. But does this traditional approach square with what we know about innovation, creativity, and agility in a complex world?

While most companies focus on creating the "best" working environments and offering a range of competitive benefits, the true transformation of a company tends to come from people who deliver business results from and through their teams. Cisco is betting on teams and their leaders, because, according to Goodall, only through teams will Cisco create amazing experiences for its customers and its people.

In this session, Goodall will describe how, by looking anew at what drives team excellence, Cisco was led to a very different set of priorities for investments in learning, performance management, succession, and measurement, and ultimately a completely new understanding of the role of HR. He will also share how Cisco has redesigned its entire talent management function with this end in mind.



TR1: Research
High-Impact Talent Management: The New Talent Management Maturity Model
Great Hall 5

Organizations have been focused on integrated talent management for years. However, the current rise of employee engagement, retention, and culture as organizational priorities is challenging traditional talent approaches to evolve. Our research identifies a new vision for talent management maturity and finds that a full 70 percent of organizations surveyed have low talent management maturity and are missing out on the substantial financial, business, and talent benefits of higher maturity.

In this presentation, we share Bersin by Deloitte's new talent management maturity model, based on our recent research involving 454 global organizations. In it, we specifically cover:



TR2: Working
Getting from Good to Great: Leveraging Benchmarks to Drive Results
Great Hall 6

In the age of big data, everything increasingly is tracked, measured, and benchmarked. Within high-impact HR and talent management organizations, benchmark data is integral to understanding performance over time – for knowing what works well and what could be improved both inside and outside of the organization. Unfortunately, many organizations do not know where to begin. In 2015, only 8 percent of HR organizations said they had strong analytics teams in place, which leaves enormous room for improvement.1

In this working session, participants will collaborate in small groups to tackle several of today's most pressing HR and talent analytics challenges, while leveraging Bersin by Deloitte's benchmarking framework to help determine the best approaches.

This interactive session will focus on these and related topics:

1 Deloitte Global Human Capital Trends 2015: Leading in the new world of work, Deloitte Consulting LLP and Bersin by Deloitte, Deloitte University Press, March 2015, available to Bersin by Deloitte members:



TR3: Working
Career and Development Planning for the New HR Business Partner
Great Hall 6

An important mission of HR is to become a co-owner of business success and a direct contributor of business value. In recent years, the role of HR business partner (HRBP) has become a common function in HR organizations. However, many HR professionals do not have the skills or business understanding to become truly effective strategic partners. In this session, we will guide you through our performance support HR Business Partners: Capability Development Guide so you can begin to identify changes you can make to increase your own strategic value, as well as that of your team.

Join your peers to gain more clarity on questions, including:

Note: Please bring a laptop or other Excel-enabled device for this hands-on working session!



TR4: Working
Redesigning Performance Management for Increased Agility
Great Hall 6

Traditional performance management approaches are receiving considerable criticism for their lack of flexibility and responsiveness to current talent needs. The Deloitte Global Human Capital Trends 2015 report found that only 10 percent of respondents said they believed that performance management drives engagement or high performance. On the other hand, our research has found that goal-focused, competency-based performance management can predict higher levels of talent management maturity1. While some organizations may not be ready to completely abolish performance scores, there are steps that they can take to increase agility in performance management.

In this session, we will share insights related to performance management transformation and will facilitate conversations about elements that should be considered when transforming performance management from an annual review to a more frequent, coaching-focused approach. Specific emphasis will be on critical decision points, business involvement, metrics, challenges and lessons learned.

This session is designed to give HR and talent management leaders the opportunity to learn more about the practical steps involved in transforming performance management. Participants will have the opportunity to assess the current state of their organizations along the performance management spectrum and determine how to move towards more agile performance processes.

Attendees should come prepared to discuss their questions and challenges and share insights and experiences.

1 High-Impact Talent Management: The New Talent Management Maturity Model, Bersin by Deloitte, Deloitte Consulting LLP / David Mallon, Stacia Garr, Candace Atamanik, November 2015, available to Bersin by Deloitte members at



TR5: Panel
Data-Driven Decision Making in HR: When the Rubber Meets the Road
Great Hall 1

In 2013 research, Bersin by Deloitte found that organizations using mature analytics consistently make better people decisions and outperform the S&P 500 on shareholder value by 30 percent. However, many organizations are still grappling with putting people-related data to best use for informing and influencing their talent agendas.

In this session, senior talent analytics practitioners will share real-life examples of HR and other data that were collected and analyzed to address critical HR challenges. In all instances, the results led to decisions that significantly impacted people and business practices in the organization.

Presentations will be geared toward helping attendees understand the "hows" of people analytics, the process for converting data into insights, and aligning HR with overall company strategy. Each presenter will touch on the following topics:



TR6: Panel
The Invisible L&D Organization
Great Hall 1

Efficiently and effectively preparing workforces to meet business challenges has become increasingly important in recent years. Unfortunately, many senior leaders have lost faith in L&D's ability to meet this critical need. While most L&D functions struggle to remain relevant, "invisible" learning organizations are gaining executive support in part because of the speed, agility, and efficiency with which they can react to workforce challenges. This new breed of L&D remains focused on ensuring a skilled workforce but executes on this goal by enabling and assisting learning to happen throughout the organization, rather than through content creation and learning management. Join us as executives from four invisible L&D organizations discuss the benefits and challenges commonly associated with this type of initiative.



W1: Workshop
Becoming an Irresistible Organization: Accelerating Action Planning to Drive Employee Engagement
Conference Rooms 312/313

In this workshop, participants will learn ways to quickly translate organizational engagement priorities into "what works" action plans using Bersin by Deloitte's Simply Irresistible Organization Framework as a foundation. Workshop facilitators will lead interactive discussions, group exercises, and targeted analyses to show how such plans can factor in organizational priorities, real-time measurements, and effective testing.

At the end of this workshop, participants will be able to:

This is one of four interactive workshops that will take place on Thursday, April 28 from 8:30 a.m. through noon. These workshops require special registration and an additional $350 fee. You can easily register for a workshop at the same time that you register for the IMPACT conference. To register for a workshop after you have already submitted your conference registration form, please contact



W2: Workshop
Building Business HR Capability to Impact Business Strategy
Conference Room 303

Although companies and their workforces have changed dramatically over the last few years, HR's role in the business has generally not evolved or adapted to meet the new challenges. Too often, organizations maintain an antiquated perspective of HR's strategic and business potential. And, in many cases, business HR roles are poorly implemented and managed. When organizations do create new business HR roles, the people in these positions typically have few tools, minimal if any training, and inadequate organizational support — resulting in the limited value and impact of these positions.

In this hands-on working session, participants will explore the key considerations and changes that should accompany an effective business HR transformation. Discussion will include:

This is one of four interactive workshops that will take place on Thursday, April 28 from 8:30 a.m. through noon. These workshops require special registration and an additional $350 fee. You can easily register for a workshop at the same time that you register for the IMPACT conference. To register for a workshop after you have already submitted your conference registration form, please contact



W3: Workshop
Your Transition to Cloud: Moving HR from On-Premise to the Cloud
Conference Room 316

Many HR organizations are either contemplating or are in the process of moving their HR systems to the cloud. The demonstrated advantages of moving to the cloud are significant and can include reduced hardware and maintenance investments, improved performance, and potentially lower cost of ownership. But, the path to cloud migration can vary with each organization.

In this session, we will discuss various cloud migration paths and strategies and a range of consideration factors that can help attendees determine which might be most suitable for their organizations. Facilitators will also discuss with attendees common challenges — ranging from preserving legacy data to system integration to negotiating contracts — as well as available tools and services that can support a migration effort. Attendees will also get valuable guidance for building a business case for cloud migration, the change management involved in such transitions, and leading practices for planning and implementation.

Workshop participants should be prepared to discuss the following questions:

This is one of four interactive workshops that will take place on Thursday, April 28 from 8:30 a.m. through noon. These workshops require special registration and an additional $350 fee. You can easily register for a workshop at the same time that you register for the IMPACT conference. To register for a workshop after you have already submitted your conference registration form, please contact



W4: Workshop
Human Capital Trends and How They Impact Your Organization
Conference Room 317

Deloitte's research report, Global Human Capital Trends 2016, highlights the talent needs and challenges of what Deloitte calls the "new organization." Different from traditional organizational models, the new organization is built around highly dynamic networks of teams, driven by a new model of management, and led by younger, globally diverse leaders with new expectations.

To lead this shift, HR should focus on understanding and creating a shared culture, designing a work environment that engages people, and constructing a new model of leadership and career development.

This interactive workshop will integrate the findings of the Deloitte Global Human Capital Trends 2016 report with supporting Bersin by Deloitte research. The workshop will focus on the top 10 trends identified in the report and explore what they mean in the new organization. Through discussion and a variety of activities, participants will examine the potential implications of these trends on their companies and HR organizations, consider priorities, and begin to develop action plans to take back to their workplaces. Facilitators will encourage "out of the box" thinking and offer examples of "different by design" approaches to talent and workplace challenges.

The workshop will incorporate lecture, large and small group discussions, facilitated exercises, organizational diagnostic tools, and an overall spirit of collaboration to help create value for all participants.

This is one of four interactive workshops that will take place on Thursday, April 28 from 8:30 a.m. through noon. These workshops require special registration and an additional $350 fee. You can easily register for a workshop at the same time that you register for the IMPACT conference. To register for a workshop after you have already submitted your conference registration form, please contact



RT1: Roundtable
Mid-Market Human Resources: An Extreme Makeover
Conference Room 303

The goal of this roundtable session is to inspire HR and talent leaders and practitioners working in medium-sized companies (with approximately 1,000 to 5,000 employees) to think differently about the HR brand in their organization. Throughout the discussion, we will explore ways for HR organizations to move from transactional and compliance-based activities to those requiring business alignment and collaboration with business partners. Participants will share their experiences in making this transformation journey and will leave with ideas for action.

Participants should be prepared to discuss the following:

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 no later than April 15 to find out whether seats are available.



RT2: Roundtable
Global Mobility: A Moving Tale
Conference Room 314

In this informal and interactive session, participants will be able to meet other professionals responsible for global workforces, discuss their organizations' global mobility programs, and share best practices.

Our research shows that many global and international organizations have an internationally mobile workforce and require globally competitive — as well as multi-culturally sensitive — leaders1 who can drive results. Topics covered may include how to:

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 no later than April 15 to find out whether seats are available.

1Compete and Connect: Developing Globally-Competent Leaders. UNC Kenan-Flagler Business School, 2015.



RT3: Roundtable
Developing a Business-Aligned Talent Strategy
Conference Rooms 312/313

A talent strategy can provide a focus for talent management efforts and keep them aligned with the organization’s business strategy and objectives. Our research finds that while most organizations have integrated talent management processes, many still lack a clear talent strategy.

In this roundtable, participants will discuss the challenges and successes they have faced in creating a talent strategy and brainstorm possible solutions to common talent-related questions. We will also discuss topics such as who to involve in the process of creating a talent strategy, and what roles need to be filled. In addition, our discussion will explore questions such as how do you:

This session is designed for business leaders who are currently developing a talent strategy or planning for one. We will leverage peer discussions and group-based action planning to help participants leave with ideas and next steps.

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 no later than April 15 to find out whether seats are available.



RT4: Roundtable
People Analytics: Moving Up the Maturity Curve
Conference Room 314

This interactive session is designed for those talent executives responsible for some facet of people-related data analysis and with 12 to 18 months of experience with people analytics.

Attendees will discuss ways they have resolved roadblocks, dissected failures, and examined missed opportunities during their journey to analytics maturity. Participants will also be encouraged to discuss how they are building analytics capabilities within their teams and using predictive analytics and tools and technology to move up the maturity curve. The goal of the session is for participants to share their experiences and learn from each other.

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 no later than April 15 to find out whether seats are available.



RT5: Interactive Session
Designing to be Different: How Do You DO What You Do?
Conference Rooms 312/313

The foundation of Bersin by Deloitte is exceptional research-based resources designed to solve key talent and HR challenges against a rapidly changing business landscape. Over the past two years, Bersin by Deloitte has expanded investments in products and services to help members translate leading research into practical tools to address talent critical needs.

In this interactive, invitation-only workshop, we will incorporate your experience with the BersinOne platform to help us design products that support your most crucial priorities. Attendees will share ideas for:

Join this session to influence the next iteration of key Bersin by Deloitte products.

All attendees are asked to install the IMPACT app prior to the session.

Note: To attend this interactive workshop, you or your team members must be an active user of the BersinOne site.

This interactive session is by invitation only with a limited number of seats. If you are interested in attending, please email Kim Lamoureux at no later than April 15 to find out whether seats are available.