T&AN1
HCM Technology: We Can't Manage Without It

The world of technology is firmly embedded in how we manage our companies and employees. This session looks at top trends in Human Capital Management applications, key changes in the products you may already have, and new research in what buyers buy and how they deploy it in their organizations.

What can technology do for you in the next five years? Where can it take your organization? This session will address these questions and more:

 

 

T&AN2
Five Steps to Predictive Analytics

Despite the hype surrounding big data, analytics hasn't quite lived up to its promises yet. The vast majority of HR organizations are stuck in a reporting cycle, churning out reams of data but few insights or solutions. It takes time to acquire the necessary skills, resources and credibility for advanced analytics. Creating a culture of data-driven decision-making just doesn't happen overnight.

In this session, we will describe the factors that differentiate successful analytics teams. We will also tell the story of how one organization, Liberty Mutual, is working to advance its talent analytics initiatives. Specific topics will include:

 

 

T&AN3
Building a Talent Analytics Team: Do You Need a Rocket Scientist?

According to our research, hiring additional staff was one of the top investments made by analytics teams last year. But organizations struggle with identifying the skill sets needed. Do you need an I/O psychologist? A Ph.D. statistician? A rocket scientist?!

Our panel of analytics leaders will answer these questions and share their experiences in creating effective analytics teams. Topics will include:

If your goal is to create a high-functioning analytics team, come to this session and learn from those who have done it successfully.

 

 

T&AN4
Transformation: CUNA Mutual Group's HR Technology Framework

This presentation will focus on the transformation of the human resources organization at CUNA Mutual Group, a provider of financial and insurance services with approximately 4,000 employees, and the use of technology to support the change throughout the enterprise. Presenters will cover all aspects of the initiative - including planning, lessons learned, leading practices, and partner buy in. They will also cover the robust governance framework that encompasses HR technology across the enterprise, provides clear accountability for all roles and responsibilities, and creates a decision-making process with the "big picture" in mind.

 

 

T&AN5
Talent Analytics Integration and Insights: LoyaltyOne's Journey

LoyaltyOne (part of Alliance Data Systems) is a global provider of customer insight and strategy, loyalty and marketing programs. Canada's AIR MILES is the company's flagship loyalty program. Given the company's focus on data and insights, expectations on HR to produce value-add talent analytics are high. With Cornerstone and Taleo as two HRIS anchors, the HR team is on a journey to help the business understand the connections between talent data and actions, to attract and retain great people.

In this session, Dowsett will share LoyaltyOne's journey with talent analytics, covering its strategy, dashboard content, tips for success, lessons learned and how insights led to action.

 

 

HR1 High-Impact HR Organization: What Matters Now

Our research shows that companies who win in this skills-constrained talent environment have forward-thinking, innovative HR leaders. In this session, we discuss:

 

 

HR2
The Real Value of the New HR Business Partner

HR organizations that successfully implement a strategic HR business partner model are often more efficient, effective and better aligned with business. That said, many organizations struggle with defining and implementing an effective HR business partner model.

Participants attending this workshop will have the opportunity to share and collaborate on the ideal profile of a “strategic” HR business partner, including the required skills sets, sourcing and developing for the role, and ways to assess performance and value. This session is an opportunity for participants to discuss challenges in their own organizations, brainstorm with peers, and gain new ideas from collaboration. Participants are encouraged to bring questions and to share their own HR business partner models.

 

 

HR3
Reinventing an American Icon: How Organizational Purpose, Leadership and Performance Management are Transforming Motorola Solutions

In January 2011, Motorola, Inc. split into two independent public companies – Motorola Solutions and Motorola Mobility. Following the separation, Motorola Solutions faced significant challenges, including:

This session discusses Motorola Solutions' transformation journey, beginning with the rebirth of its organizational purpose, the critical role of senior leadership in driving talent development, the linkage between culture change and business results, a radical re-positioning of the company's performance management process, and a simultaneous and complete transformation of its HR systems and processes - critical to enabling the effective and sustainable implementation of the changes.

 

 

L&D1
Redefining Measurement for Continuous Learning

Most companies recognize that today's workplace demands a continuous approach to learning. However, most still analyze learning needs and measure training sporadically and, all too often, separately.

The best learning organizations understand that continuous feedback from employees on all types of learning is critical for aligning learning with business results. They regularly collect relevant data, on impact and manager satisfaction, not just utilization, costs and smiley sheets. They use the information to make smarter, more targeted decisions about learning – and re-evaluate these decisions regularly. And they consistently monitor and analyze changes in performance to understand which solutions are actually helping to advance the business.

Topics discussed in this session include:

 

 

L&D2
Measurement and Evaluation in the Age of Continuous Learning

As L&D organizations shift to more informal, continuous approaches to learning, more and more learning occurs through mentoring sessions and on-the-job coaching, over mobile devices and through information sharing on social learning networks – much of which is outside of an LMS. These diverse learning sources and deliveries make monitoring, analyzing and reporting on the impact of learning even more complicated.

In this interactive working session, we will hear how Turner Broadcasting is getting its executives and business leaders to think differently about the value of learning. Discussion topics include how:

 

 

L&D3
Agile Skills Development for the Agile Business

Change is virtually the only constant for today's organizations. So how do learning organizations cope with constantly changing business needs – and the continually evolving skills needed by employees to succeed? In this interactive discussion, panelists will discuss a variety of development approaches and tools for a wide range of audiences. You'll hear how their organizations leverage subject matter experts, collaborate with partners, and take advantage of social tools to support continuous learning and drive business agility.

 

 

L&D4
Social and Mobile Learning: Taking It Up a Notch

Many organizations still view continuous learning as an afterthought, but Ketchum and Deckers Outdoor have implemented social and mobile initiatives that are strategic and highly visible. In this interactive session, panelists will discuss how they've embraced peer-to-peer and on-the-go learning to address critical business needs and challenges. The discussion will cover topics such as: integration with traditional programs, technology considerations, measurements, content creation and customization, and lessons learned.

 

 

LD1
Boosting the Bench: Developing and Mobilizing Talent to Drive Business Success

The ability to identify and grow talent across all critical roles is vital to ensuring an organization's future success. With a worldwide shortage of high-performing talent, executives are not relying on the external job market to solve their workforce challenges; they are also rethinking strategies for cultivating strong internal pipelines of professionals and leaders.

In the first part of this session, Lamoureux will share modern thinking for succession management. The second part of the session will highlight the evolution and maturation of BNY Mellon's talent review process, with a special focus on the partnership between the talent and learning functions to drive overall success.

Topics covered include:

Discussions from this session will be continued in the related working session, “Ready, Set, Calibrate! Optimizing Talent Reviews.”

 

 

LD2
Ready, Set, Calibrate!: Optimizing Talent Reviews

Participants attending this working session will have the opportunity to share and collaborate on ways to effectively facilitate talent reviews, calibrate talent and establish high-quality action plans. Throughout the discussions, facilitators will share experiences and research insights. This session is an opportunity for participants to discuss challenges in their own organizations, brainstorm and leave with peer-generated ideas.

This session will answer questions such as:

 

 

LD3
Cultivating a Global Leadership Pipeline: Merck's Emerging Markets Future Leaders Program

To position itself for future growth, Merck has been expanding its presence in four emerging markets: China; Latin America; Asia Pacific; and Eastern Europe, Middle East and Africa. This strategy has resulted in the need to quickly develop leaders who can move the company's global business forward. To create a leadership pipeline, Merck invested in its Emerging Markets Future Leaders program. Balancing the need for collaborative and interactive learning with the constraints of a geographically dispersed audience, the 10-month, cohort-based program includes two in-person sessions, seven virtual learning modules, and an in-depth action-learning project.

In this interactive session, Howe will discuss how the program design supports Merck's talent development and retention goals, share lessons learned, and detail the program's impact. Attendees will be invited to share their own leadership development challenges and leading practices for designing and implementing global programs.

 

 

LD4
Building a Leader in Everyone: Scotiabank's iLead Program

Leadership development is one of Scotiabank's three strategic priorities. iLead, Scotiabank's institute for global management and leadership, not only supports this business priority, it has also become a culture-changing agent for the organization. Session attendees will get an up-close view of this program and its keys to success. McCormick will discuss the strategic planning behind the program including the business case and alignment with business goals, multiple levels of governance and success factors for global deployment, the facilitation and coaching approach and associated measurement strategy. She will also talk to how the iLead program has unified leaders at many levels and geographies across the organization through a culture of coaching and supporting learning during career transitions.

 

 

TA1
Developing a Higher Impact Talent Acquisition Function

Talent acquisition has changed from an ad-hoc, reactionary activity to a strategic business process over the past decade. Companies now understand that a broad end-to-end focus is needed -- one that begins with building a strategic employment brand, encompasses sourcing and recruiting activities, and carries through to onboarding top talent. To support such initiatives, a talent acquisition executive must be a true business leader, with a thorough understanding of the business strategy, the company’s plans for growth, and new market opportunities.

Based on key findings from new Bersin by Deloitte research, this session will provide leading practices for improving the effectiveness of TA functions. Topics will include:

 

 

TA2
The Impact of a Recovering Economy on Talent Acquisition and Retention

Is the recovering economy good for everyone? Not for those organizations with large numbers of employees retiring, those with significant employee turnover, or those scrambling to hire employees with critical skills. In 2009, Deloitte Consulting LLP predicted a “resume tsunami” after the recession. Now, five years later, companies are starting to feel its effects as unemployment decreases and voluntary turnover increases at roughly the same rate. Attracting and retaining skilled employees are now top concerns of global CEOs – right up there with business growth and profitability.

During this working session, participants will have the opportunity to discuss these and other questions essential to successful talent acquisition and retention for today’s employment climate:

 

 

TA3
Developing an Effective Employment Branding Campaign

Are you an employer of choice? How strong is your employment brand? As the talent landscape across multiple sectors and generations changes, employers face a multitude of challenges in attracting and retaining candidates. Key factors in the employment value proposition no longer center only on compensation and career progression. Employers should re-think their traditional recruiting programs to develop and sustain a meaningful employment brand.

In this panel discussion, participants will be given a peek inside three organizations' journey with employment branding initiatives. You'll hear about their opportunities, wins and ongoing efforts, as they drive to deliver ROI. Featured during the session will be some of the actual creative media used to help bring campaigns to life. The discussion will include:

 

 

TA4
Using Data-Driven Alternative Sourcing Solutions to Find High-Tech Talent

Identifying highly skilled talent is essential for any organization doing business in today's competitive global marketplace. This is certainly the case for Red Hat, an open source software company that develops software products and technology solutions. In the past, Red Hat's legacy as a pioneer in the field gave it clear advantages in the hiring market; in fact, the company is an employer of choice for specialized, open source software engineers. However, the competition for open source experts has now grown increasingly intense.

This session will provide Red Hat's leading practices for identifying open source software developers. Topics will include:

 

 

TM1
High-Impact Diversity & Inclusion: D&I's Role in Addressing Critical Business Challenges

Some of the biggest challenges organizations face today – driving innovation, expanding globally, and attracting and retaining employees with critical skills – require organizations to create an environment where differences are leveraged and employees can fully contribute. In some of the most advanced organizations, diversity and inclusion efforts are used to create such an environment. Unfortunately, in many organizations, D&I remains largely a compliance issue.

Over the last year, Bersin by Deloitte embarked on a large-scale study to understand how organizations with the leading business outcomes leverage D&I to create cultures that are agile, innovative, and meet financial targets. In this presentation, Garr will reveal insights from this brand new research. Audience members will learn:

 

 

TM2
Integrating Diversity & Inclusion and Talent Management

Building on Garr's D&I research, this session will provide attendees the opportunity to discuss the practical implications of integrating diversity and inclusion efforts more fully within talent management initiatives. To begin the session, Garr will share additional research details on the integration points between talent management and diversity and inclusion. Audience members will then break into groups, based on their areas of responsibility, to discuss the following questions:

 

 

TM3
Business-Aligned Talent Reviews: Translating the Process at Munters AB to Your Organization

In this two-part session, attendees will explore ways of integrating performance management and the talent review process in a way that is tightly aligned with immediate business needs and longer-term goals.

Munters' leaders believe great performers must be put in the mission-critical positions where their talents deliver maximum benefits. In the session's first part, Per-Arne Håkansson and Judy Castaño will present the process they've developed to work with business partners to evaluate talent needs and plan accordingly. Following their presentation, attendees will then break into groups in which some take on the roles of business leaders -- such as CFO, vice president of marketing and vice president of sales — and others act as facilitators. Each group will go through an example of a talent review workshop. Time will be reserved at the end of the session for questions and discussion.

Session attendees will learn:

 

 

TM4
Talent Management of Business Critical Roles: Engineering the Future of the Rackspace Lead Tech

Statistics show that losing top talent can cost an organization two to three times the exiting employee's salary to replace, yet the impact to your business can be even more dramatic for a role that is critical to your business outcomes. See how Rackspace engineered strategies to protect the business-critical role of lead tech. In this presentation, Henry Sauer will show how Rackspace moved beyond typical attraction and retention tactics to instead design a targeted approach that enables Rackspace to effectively execute strategies for sustainable success into the distant future.

This session will consider the following:

 

 

W1
Exploring the High-Impact HR Operating Model

In this workshop, we will strive to help participants answer this overarching question: What could you change in terms of processes, roles, technology, and organizational structures to improve the way HR works in your organization? To find answers, participants will explore the key characteristics of Deloitte's High-Impact HR Operating Model, including the business of HR, communities of expertise, HR operational services, joint executive leadership, and critical enablers such as HR technology, workforce data and insights, and governance. Facilitators will lead a conversation on the role each component plays, the ways in which interactions promote high performance, and key strategies to overcome the typical obstacles inherent to achieving maximum impact.

HR leaders interested in expanding and enhancing HR's impact on their businesses can benefit from this active working session. Discussion with peers and Deloitte facilitators will focus on what it means to achieve high- impact HR and the practical implications of developing a high-impact operating model. Participants will receive a detailed description of Deloitte's High-Impact HR Operating Model and a summary of the working session.

 

 

W2
Building a Business Case for Talent Analytics

Many HR leaders want to expand their analytics capabilities, but they are challenged in gaining approval and funding for their plans. In this workshop, participants will learn how to create a business case to secure corporate commitment for their analytics initiatives. This session will look at methods for building the business case, quantifying costs and benefits, and avoiding common stumbling blocks.

Workshop participants will leave with the information and tools needed to create a business case and achieve buy-in. Topics will include:

 

 

AB1
Executive Working Group

A private meeting for members of Bersin by Deloitte's Executive Roundtable.

 

 

RT1
Talent Analytics: Moving to Data-Driven Decision-Making

Faced with a veritable tsunami of data, HR organizations are under increasing pressure to use data and analytics to understand and optimize talent. As an HR leader, your ability to measure, analyze, and improve people practices is now critical to business success. Many organizations have recognized this need and are starting to invest more strategically in measurement and analytics.

The goal of this roundtable discussion is to expand the collective capabilities of companies to meet this challenge. During this session, we will look at how to use talent analytics to improve talent and business outcomes. Roundtable participants will share how they have developed and improved their analytics capabilities and will share practical examples of high-impact initiatives.

 

 

RT2
Swimming with Sharks: HCM Technology in the Global Enterprise

This interactive roundtable will bring together HCM leaders who touch technology. The goal is a participant-led discussion of what works and what doesn't for implementations, technology changes and replacements. This session is designed to serve as a sounding board for ideas and results related to approaching and managing technology and for sharing challenges and experiences.

Participants should come prepared to address the following questions:

 

 

RT3
The Bersin Member Experience: Leveraging BersinInsights to Deliver Exceptional Business Performance

Bersin by Deloitte's vast store of research-based models, tools, information and demonstrated people strategies are designed to be used together to help members benchmark themselves against high-performing organizations and develop and implement programs that achieve exceptional business outcomes. BersinInsights brings these resources into one place where they are cross-referenced and linked, making it possible to quickly find answers, design solutions, benchmark programs, find vendor solutions and continue learning more on a topic.

In this session, we will share three (3) Case Examples to demonstrate a strategic and purposeful approach to accessing the information resources and supporting tools available through the BersinInsights platform. We also will share leading practices in locating, applying and leveraging the benchmarking, maturity models, case studies and more. Attendees will learn tips and tricks for leveraging all the resources available on the site in all five practice areas: learning and development, talent management, leadership development, human resources, and talent acquisition. In addition, attendees will learn how to:

 

 

RT4
Introduction to Bersin by Deloitte Online Communities

Bersin by Deloitte will showcase a new online feature in BersinInsights called Communities, which is designed to enable members to collaborate and share their knowledge with each other. In this session, the designers of Communities will demonstrate how it can be used to network with peers and solve many of your most pressing challenges. Unlike other online communities, this new feature is centered around Bersin by Deloitte research, making the discussions and connections more relevant to our members' challenges.

Topics to be covered include how to:

We will also address any discussion items coming out of the pilot testing program that will take place prior to the conference. Pilot users are encouraged to attend to contribute their thoughts and questions.