AR1
Delivering Competitive Advantage: Managing Your Talent Acquisition Function
Jessica L. Baker, Vice President, Global Head of Recruitment, BNY Mellon Investment Management
Kim Lamoureux, Lead Analyst, Leadership and Succession, Bersin by Deloitte, Deloitte Consulting LLP

According to our recent TalentTrends research, decision makers do not believe they are adequately prepared to identify, fill, and manage critical talent gaps. Effective organization and governance structure is crucial for delivering on this business imperative. Lamoureux will share observations from Bersin by Deloitte's research on high-impact talent acquisition and highlight benchmarks and leading practices for organizing your talent acquisition team. The session will cover these and other topics:

• Types of structures and governance prevalent in talent acquisition today
• Organizational structures that are common with various strategy or service delivery types
• Leading practices for building a highly engaged talent acquisition team
• Ways to establish and standardize processes and tools to plan and measure the talent acquisition function
• Prevailing practices for internal and external branding

AR2
The Power of Combined Talent Analytics and HR Business Partners: Improving Hiring and Retention
Mike Harmer, Director of HR Analytics and Technology,
Intermountain Healthcare
Christine Homer, Assistant Vice President, Organizational Effectiveness and Talent Management, Intermountain Healthcare

How did Intermountain achieve a 48% decrease in first year turnover for several important jobs along with significant increases in employee engagement? In this session, attendees can learn how Intermountain used sophisticated talent analytics to align the business around an innovative program to significantly increase retention and engagement among front line employees. By using infographics and stream-of-consciousness discussions to communicate the reasons for upcoming changes, and by implementing video job previews, automated pre-hire assessment testing and changing staffing and operational models, Intermountain's team drove business alignment through a consultative approach. Harmer and Homer will lead an interactive session giving attendees the opportunity to use several tools that were critical in the Intermountain process.

AR3
Attracting Talent in Emerging Markets: Competition Heats Up
Marc Branca, Manager, Global Executive Talent Acquisition, Amway Corporation
Kate Day, Global Director, Business Development, Cisco Systems
Gina Masciandaro, Director, Human Resources - Corporate Groups & Global Staffing, Tiffany & Co.
Kim Lamoureux, Lead Analyst, Leadership and Succession, Bersin by Deloitte, Deloitte Consulting LLP

Expansion into emerging markets often creates a new set of talent-related challenges. Talent in emerging economies is often scarce, expensive and hard to retain. Experienced managers are usually even harder to find. How can global companies differentiate themselves and create a competitive advantage that will allow them to attract, develop and retain the top talent?

In this session, panelists will discuss their experiences and share the challenges they have faced in attracting talent and in building technical and leadership bench strength in emerging markets. They will share strategies implemented, both globally and locally, to overcome these challenges. This will include an inside look at sourcing approaches for developing and mobilizing talent in these markets. Panelists will also reveal the types of long-term investments they are making in order to compete for talent in emerging markets.

AR4
Providing Employees with the Tools to Drive Their Careers
Margo Armstrong, Assistant Vice President, Talent Practices, MassMutual Financial Group

MassMutual went through a significant restructuring in 2009 and, as a result, became a flatter and leaner organization. Subsequent employee engagement survey results showed a decrease in the percentage of employees who felt they had the opportunity to achieve their career goals at MassMutual, the strongest driver of engagement and intention to stay. In 2011, MassMutual chose to proactively address what they believed could become a retention issue and implemented a number of initiatives — including a network for building mentoring relationships across the company — over the next 18 months to show employees that they could have a meaningful career at MassMutual. In this session, Armstrong will talk about the four phases of MassMutual's career strategy and how it is helping to increase engagement and retention across the organization.

AR5
Making Informed Hiring Decisions: The Value Proposition for Pre-hire Assessments
Dr. Charles Handler, President and Founder, Rocket-Hire
Kim Lamoureux, Lead Analyst, Leadership and Succession,
Bersin by Deloitte, Deloitte Consulting LLP

The costs of bad hiring decisions can be staggering. Pre-hire assessment can save some companies millions of dollars in the short run while leading to even larger impact in the long term. Session presenters will introduce a four-step model for effectively selecting and implementing pre-hire assessments. They will describe core screening and testing methods, the role of prediction in assessment's value proposition, the realities of using assessments and insights for expanding the focus beyond talent acquisition to the broader concept of talent management. In addition, the session will cover:

• Basic building blocks for understanding job performance
• The hiring funnel as a basic model for understanding assessment tool configuration
• Six specific parameters for effective decision making
• The financial impact of assessments

AR6
Talent Acquisition Technologies and Processes for Competitive Advantage
Tara Winesett, Director of Talent Acquisition Strategies, CACI

As a government contractor, hiring is essential to CACI's growth — in an environment of increased competition for positions from competitors, teaming partners, and the government itself. As with many organizations, there is often a negative impact each day a position goes unfilled. In this session, Bersin's WhatWorks® Award winner Tara Winesett shares her company's practices and technologies that help attract, engage, and hire candidates efficiently and cost-effectively.

ML1
ML2
The CLO Fishbowl: The Business of High-Impact Learning
Patricia Crull, Group Vice President and Chief Learning Officer, Time Warner Cable
Keith Dunbar, Vice President, Talent Development, SAIC
Andre Martin, Chief Learning Officer, Mars
Bob Sachs, Vice President, National Learning and Development,
Kaiser Permanente
Craig Yetter, Former Director, Enterprise Learning Strategy, GlaxoSmithKline
David Mallon, Vice President of Research, Bersin by Deloitte,
Deloitte Consulting LLP

A high-impact learning organization is an engine for business growth and agility. Such organizations can build both strategic capability and operational competence. They can support continuous learning at the individual and organizational level, increasing employee engagement and retention. While the manner in which they impact business continues to evolve, what has not changed is that enterprise learning functions remain complex, extraordinarily difficult beasts to lead and to manage. How do leaders of high-impact learning organizations do it? Find out in the Learning Leader Fishbowl, a structured dialogue in which participants directly converse with each other on the issues. You, the audience, observe their debate, and some of you will have an opportunity to join the conversation. In this session, the participating distinguished learning leaders will engage each other on the challenges of leading a modern learning and development function.

ML3
The HCM Technology Rodeo: What They Sell, What We Buy
Dr. Katherine Jones, Lead Analyst, HCM Technology, Bersin by Deloitte, Deloitte Consulting LLP

Just what are HCM technology providers up to? Keeping up with today's technology is much like trying to stay on a bucking horse. In this session, we review the latest research on the HRIS and the talent management market and the solutions at play — and look at brand new research on what the buyers want and why. Will what they sell match up with what you want to buy? Join us for a smooth canter through top trends and developments in HCM technology.

ML4
Defining Business Achievement: Employee Engagement as an Actionable, Strategic Business Driver
Kenneth A. Finneran, Chief People Officer, Americas,
Hellmann Worldwide Logistics, Inc.

While the use of employee engagement surveys has become increasingly common in recent years, many organizations have a misconception that an annual survey "ticks the box" in terms of driving engagement within their company. In this interactive session, Finneran will leverage research and experience to challenge the misconceptions surrounding engagement. He will define the strategic steps Hellmann used to bring its engagement initiatives to a leading standing over a three-year timeline including:

• Integrating engagement into a broader talent management framework
• Gaining executive involvement and championing frontline leadership actions for results
• Using a third party for objective quality results with clear goals and metrics
• Promoting engagement as the foundation for a culture of accountability

Finneran will show the impact of Hellmann's engagement initiative on record profitability and productivity for the organization in the Americas region, leading the initiative to become the new global standard for the company.

ML5
Shifting Leadership Development into High Gear at New York Life
Michael Molinaro, Chief Learning Officer, New York Life Insurance Company

In 2010, with more than half of its executive officers eligible for retirement by 2015, New York Life established an accelerated leadership program as part of a broad leadership development initiative driven by CEO Ted Mathas. The goal of the program was not only to prepare high-potential, mid-level individuals for more senior roles but to create a stronger culture of leadership. In this session, Molinaro will offer insight into how the talent team:

• Worked with executive management, internal professionals, and external partners to develop the accelerated leadership program
• Manages a complex learning structure with program components including coaching, workshops, virtual sessions and action learning projects
• Measures important indicators for increasing leadership bench strength over time and developing the next generation of leaders

ML6
Leadership Development in China: Building Bench Strength in One of the World's Largest Marketplaces
Dr. Katherine Jones, Lead Analyst, HCM Technology, Bersin by Deloitte, Deloitte Consulting LLP
Karen O'Leonard, Lead Analyst, Benchmarking, Bersin by Deloitte, Deloitte Consulting LLP

Nearly every major U.S. company today has its sights set on China. Leadership bench strength is a paramount issue, since developing effective leaders may be critical to achievement. But leadership styles and capabilities in China can differ markedly from those in the West, and many multi-nationals struggle with how to effectively fill leadership skills gaps. A one-size-fits all development approach is unlikely to work with Chinese leaders. Instead, companies should look at customized development initiatives to build a strong pipeline of Chinese executives.

The discussion will address the following questions:

• What are the capabilities required of global leaders?
• What skills gaps have been identified among Chinese leaders?
• How can companies effectively develop leaders in China?

This presentation, based on recent research, can help HR executives understand how to develop more effective leaders in China in order to create and implement a winning strategy in the region.

DM1
The Strategy and Structure of High-Impact HR
Manisha Burman, VP Talent Acquisition, BMO Financial Group
Dr. Chris Marchioro, Director, HR Services, Ameren Services
Claudia Patton, Chief Talent Officer, Edelman
Dr. Brenda Kowske, Senior Analyst, Human Resources, Bersin by Deloitte, Deloitte Consulting LLP

In this session, you can learn how a range of HR leaders structure their organizations to support complex and dynamic business needs. To kick off the session, Dr. Kowske reveals the research-based structural elements indicative of a high-impact HR function. Each HR leader will present the design and governance of HR in his or her company and will discuss the evolution of the HR organization, how it operates, and the associated benefits and limitations of the function's design. Attendees will have the opportunity to understand the structural elements helpful to effectively support business performance.

DM2
Keeping the Buzz Going — Capitalizing on Continual Development of Executives in Order to Drive the Business
Judy Kelley, Director of Executive Development, Merck & Co.
Jim Phelan, Executive Director, Enterprise Learning, Merck & Co.

In this session, Phelan will talk about how Merck has built an effective, continuous executive development program for more than 80 high-potential senior executives. The session will cover the business case, design rationale, implementation challenges, and impact analysis, including insights into:

• The critical capabilities for today's managers
• Design considerations for a broad 12-month program for time-strapped executives
• Building significant action learning components into an executive program
• Assessing the impact of a large-scale program

This session is designed to complement the following Sustained Executive Development Forum. Attendees can attend one or both sessions.

DM3
Sustaining Executive Development: A Collaborative Forum
Camille Price, Research Manager, Bersin by Deloitte, Deloitte Consulting LLP

Participants attending this workshop will have the opportunity to share and collaborate on ways to foster development of top-level executives and continue the learning, sharing, application and networking among alumni of core programs. This session is an opportunity for participants to discuss challenges in their own organizations, brainstorm, and leave with colleague-generated ideas.

This session is designed to complement the session Keeping the Buzz Going — Capitalizing on Continual Development of Executives in Order to Drive the Business. Attendees can attend one or both sessions.

DM4
Talent Mobility: Employee-Driven Careers and Organizational Benefits
Anita Augustine, Director, Rockwell Collins University, Rockwell Collins
Mary Sullivan, Senior Vice President, Corporate Human Resources, Four Seasons Hotels and Resorts
Julie Duda, Manager, Member Success, Bersin by Deloitte, Deloitte Consulting LLP

Companies that commit to developing and mobilizing individual contributors and leaders will likely have a steady supply of highly-skilled and engaged talent needed to keep their businesses viable and thriving. Many leading organizations are preparing for future talent needs through talent mobility, which offers opportunities for many employees — leaders and non-leaders — to gain the experiences and skills that the organization requires to drive business goals. Additionally, these opportunities can give employees the ability to develop the skills that fit within their own personal career aspirations.

The panel will discuss various models for talent mobility and address issues with expat mobility, mid- and senior-level talent mobility, mobility for individual contributors and younger workers, and the ways companies are implementing employee-driven career strategies.

DM5
Game On: Sharing Skills Drives Innovation at Electronic Arts
Andy Billings, Vice President of Profitable Creativity, Electronic Arts
Bryan Neider, Senior Vice President and Chief Operating Officer,
Electronic Arts

Just a few years ago, interactive entertainment leader Electronic Arts (EA) was facing massive market disruption as consumers suddenly migrated to online (often free) games. Known for its blockbuster brands such as The Sims and Madden NFL, EA management knew it needed bold, business-changing innovation in order to survive. In 2010, EA created the first of several Strategic Action Teams, made up of 16 directors, managers and developers from EA labels around the world, to drive dramatic, company-wide change. The team promptly implemented components including an annual conference for EA's 250+ developers, a searchable network for developer areas of knowledge, interactive town halls for sharing digital strategies, and summits for 60+ leaders to set cross-functional practices.

In this session, Billings and Neider will show how EA has strengthened its culture of learning and promoted cross-boundary expertise and asset sharing. As a result of the action team initiatives, EA has changed the way it does business while saving millions in development costs. Today, EA is profitable, growing in emerging markets including Brazil and Russia, and on a fast track to a leadership position in digital interactive entertainment.

DM6
Emerging Learning Technologies
Marc Ramos, Global Lead, PeopleDev Global Learning Design, Google
Mary Woolf, Director of Learning Technologies, Yum! University, Yum! Brands
Janet Clarey, Senior Analyst, Learning and Development, Bersin by Deloitte, Deloitte Consulting LLP
Emi Kilburg, Emerging Learning Solutions Lead, Deloitte Consulting LLP

What's the next big thing? Which technologies should organizations be considering — and which might be best ignored, at least for now? Join corporate leaders for a provocative and enlightening discussion of emerging learning technologies — their potential and their limitations. The panel will be structured to answer questions about emerging learning technologies such as 3D printing, augmented reality, gamification, telepresence, tablets, robots and more.

PP1
Seeing Your Talent Future: Building Capability in Predictive Analytics
Jeff Buchmiller, Workforce Analytics Manager, Alliance Data Systems
Mayank Jain, Director, Analytics and Reporting, Global Human Resources, eBay
James Raybould, Director of Insights, LinkedIn
Akil Walton, Vice President, Talent Management and
Organizational Effectiveness, Aleris International
David Mallon, Vice President of Research, Bersin by Deloitte,
Deloitte Consulting LLP

Today's organizations now have access to tremendous amounts of information about employees, customers, prospects and consumers. Many are investing heavily in the skills, tools and processes to make sense of all of this information — including supporting decision-making in HR and talent. Bersin by Deloitte research shows that building capability in HR and talent analytics is a journey with a clear maturity model. In this session, leaders from mature organizations will share their real-world experiences related to the following questions:

• What critical roles, skills and internal alliances are needed to support advanced talent analytics capabilities?
• What is different about supporting predictive versus other types of analytics?
• How are predictive analytics showing real, measurable ROI ?
• What does the future look like for predictive analytics?
• What are some lessons learned and practical steps for getting started on developing organizational analytics capabilities?

PP2
Creating the Agile Organization
Gloria Stinson, Vice President, Organizational Development and Learning, Adobe Systems
Stacia Sherman Garr, Lead Analyst, Bersin by Deloitte,
Deloitte Consulting LLP

Two words that seem to be on HR leaders lips everywhere are "organizational agility": how to create it, how to sustain it, and, ultimately, how to use it to create competitive advantage. During this session, Stacia Sherman Garr will present frameworks for how to think about organizational agility and apply those insights to specific talent management processes and practices. Gloria Stinson will then share her experience at Adobe Systems, focusing specifically on how she and her team evolved Adobe's performance management and HR structure to drive greater organizational agility.

Session attendees will have the opportunity to come away with a framework for understanding organizational agility, examples of how organizations have adjusted their talent management approaches to create agility, and action steps for getting started at their own organizations.

PP3
Big Data in HR: Driving Improvements From Insights
Jonathan Ferrar, Vice President, Human Resources, Workforce Analytics, IBM

"Big Data" seems to offer virtually endless possibilities to improve decisions and outcomes. But, in order for Big Data to be meaningful to HR, you should first ask, "How can Big Data be integrated with other information, insights and decisions in order to improve my organization's ability to attract and retain critical talent?" In this session, Jonathan Ferrar will talk about how IBM is harnessing Big Data and adjusting its talent acquisition, talent management and HR practices as a result. Session attendees will have the opportunity to come away with an understanding of some of the potential insights that can be derived from Big Data in HR, examples of organizations effectively leveraging new data sources, and novel ideas on what they could do differently.

PP4
Listening to Employees: Flexible Workplace Drives Culture Shift at Ryan
Delta Emerson, Executive Vice President and Chief of Staff, Ryan

Ryan, a private global tax services firm, realized it was losing many talented employees who were seeking an improved work-life balance. Several years ago, as part of the CEO's strategy to build a global brand, Ryan decided to dramatically change its culture. The company launched myRyan, a workplace flexibility program that measures employees on results achieved, not hours worked. Employees are given the freedom to choose where and when they want to work on a day-to-day basis provided they collaborate with their manager and goals are met. The change has had tremendous impact: significantly reduced voluntary turnover, the return of valued alumni, stronger client satisfaction, improved employee engagement and revenue growth.

In this session, attendees can learn how Ryan organized and managed the transition, implemented quantifiable measures tied to each individual's performance, and used lessons learned by piloting the program in its highest-turnover office prior to an effective enterprise-wide launch.

PP5
Using Data and Analytics to Align Strategy, Process, Roles, and Talent at Lowe's
Carmen M. Neudorff, Vice President, Human Capital Analytics, Lowe's Companies
Todd Christian, Director of Organization Effectiveness and Diagnostics, Lowe's Companies

How well does your organization apply data and analytics to make talent decisions? This session will provide a case study that illustrates how Lowe's is using data, analytics and logic to improve business leaders' decisions and improve organizational effectiveness and efficiency. Participants in the session can learn how data and analytics can be applied to:

• Organizational design/alignment decisions
• Workforce planning decisions

In addition, they will have the opportunity to:

• Identify potential new uses of data and analytics in their own organizations, based on the case study
• Apply new techniques for using data in support of fact-based decision making

PP6
Workforce Analytics
Mario Gagliano, Senior Director, Human Resources, Pfizer, Inc.
Stefanie Keyte, Global HR Reporting and Analytics Lead, Pfizer, Inc.
Andrew Dinin, Senior Manager, Deloitte Consulting LLP
John Fiore, Principal, Deloitte Consulting LLP

Voluntary attrition is a significant productivity drain and cost for many organizations. By coupling internal HR data with macroeconomic external data we will show HR practitioners innovative solutions, using predictive modeling, that identify which employees (at the individual level) are more likely to voluntarily resign and why. This session will draw upon Deloitte's experience implementing analytics to help practitioners understand how common and accessible HR data can better enable organizational stakeholders to address talent retention challenges and make improved investments to prevent unwanted attrition. They will have the opportunity to learn the advantages of moving from a low-touch and reactive data reporting structure to a high-touch, proactive retention strategy.

After attending this presentation, participants should be able to identify the advantages of moving beyond retrospective reporting and into the world of predictive analytics. This session will focus on data visualization and predictive modeling output to make data-driven decisions for mitigating prospective attrition risk.

W1
Getting to High-Impact Learning
MaryAnn Maineri, Senior Consultant, Bersin by Deloitte,
Deloitte Consulting LLP

Do profits grow faster for high-impact learning organizations than other organizations? What separates the HILOs from the rest? These are the critical questions and the core topics of this workshop, based on Bersin by Deloitte research, The High-Impact Learning Organization: Research Program 2012. Participants can benefit from the culmination of our decade-long mission to understand the leading practices for management and governance of corporate learning and development practices to drive efficiency, alignment and business impact.

This session will include substantial audience participation as we discuss the following dimensions of the learning framework:

• Learning culture: Strategies for improving and developing culture in your organization, based on a review of our latest research on learning culture and specific examples of achievement in organizations that have addressed critical dimensions of learning culture
• Content: Ways to improve content management sophistication and leverage technology to develop an effective offering, including an overview of how informal learning is changing the concept of content and examples of advances in learning content that have made a difference
• Metrics: A look at metrics with the greatest impact and how to build a measurement strategy, with examples of organizations that have implemented learning measurements and the improvements to the business

This workshop will incorporate use of Bersin by Deloitte tools for achieving bottom-line business results.

W2
High-Potential and Leadership Development Strategies for Measurable Business Impact
Bob Danna, Director, Bersin by Deloitte, Deloitte Consulting LLP
Kim Lamoureux, Lead Analyst, Leadership and Succession,
Bersin by Deloitte, Deloitte Consulting LLP

Recent Bersin by Deloitte research shows that many companies still fall short in three areas: developing leaders, developing high potentials, and defining an overall leadership strategy. In this workshop, participants will focus on leading practices around these areas. Presenters will review the current state of corporate leadership and high potential development, review examples of leading practices, and guide participants through group activities. Approximately half of the session will be devoted to group work in which teams will use Bersin by Deloitte leadership development frameworks and maturity models to draft strategy documents. Results will then be presented and discussed with the workshop audience. The session will include ample time to discuss attendees' questions and current challenges.

Participants can learn:

• The critical elements for an overall leadership strategy, a leadership development strategy, and a high-potential strategy
• How to gain and sustain business alignment
• Select practices from high-impact organizations with mature leadership-related strategies
• How to promote a "ready now" robust bench of leaders at many levels

W3
Talent Analytics: Starting the Journey to Future Success
Rob Eidson, Specialist Leader, HR Analytics, Metrics & Reporting, Deloitte Consulting LLP
John Fiore, Partner, Deloitte Consulting LLP

There is huge interest today in "Talent Analytics." We have spent money on implementing the ERP, now we should understand how to use this data asset to make improved decisions about our employees. However, the road to an effective implementation has been lined with obstacles, detours and collisions. Whether it is to support an immediate business decision, or to create an on-going analytics infrastructure, achieving goals is a challenge. This workshop will use the Bersin maturity model to describe the journey, effective and ineffective approaches, and highlight through examples and case studies some of the important components for effectively implementing workforce analytics.

Upon completion of this course, participants should be able to:

• Define workforce analytics
• Discuss how human resources views and uses workforce analytics
• Describe the critical steps and components for an effective analytics project
• List the forces driving the trend towards data-driven decision making
• Identify the critical capabilities needed for effective workforce analytics projects

RT1
Executive Roundtable: Evolving Performance Management to be an Enabler of Agility
Stacia Sherman Garr, Lead Analyst, Bersin by Deloitte, Deloitte Consulting LLP

Bersin by Deloitte's performance management roundtable has met quarterly for more than two years to discuss challenges and solutions related to performance management. In this session, we will continue these discussions, focusing specifically on the role of performance management in enabling agility. Our research shows that two elements of performance management, goal setting/revising and appraisal, are important to enabling organizational agility. Roundtable participants will discuss how these two elements can evolve to enable a more agile and effective workforce. Participants should expect to share examples of what they have seen in their current and past organizations and ideas they have read about or would like to pilot. The purpose of the conversation is to exchange information and spark new ideas that could lead to tomorrow's leading practices.

RT2
Executive Roundtable: Change Management in Support of Major Technology Implementation
Dr. Katherine Jones, Lead Analyst, HCM Technology, Bersin by Deloitte, Deloitte Consulting LLP

This session will focus on the strategic use of HCM technology within organizations. Participants will discuss related issues and share challenges and experiences. The session is designed to serve as a sounding board for ideas and results related to approaching and managing technology change.

RT3
Executive Roundtable: Examples and New Ideas for Mobile Learning
Janet Clarey, Senior Analyst, Learning and Development, Bersin by Deloitte, Deloitte Consulting LLP

Bersin by Deloitte's mobile learning roundtable met virtually throughout 2012 to discuss applications and considerations for enterprise mobile learning solutions. This roundtable is the first opportunity to continue discussions in person. During this working session, participants will exchange information and share challenges and experiences. Participants should expect to contribute examples, ideas, and recommendations. Feel free to leave your mobile devices ON for this roundtable.

RT4
Executive Roundtable: A New Model of Leadership for the 21st Century Leader
Kim Lamoureux, Lead Analyst, Leadership and Succession, Bersin by Deloitte, Deloitte Consulting LLP

The development of leaders continues to be one of the most pressing issues facing organizations worldwide today. The demand for quality leadership with the ready skills and expertise to take on the business challenges of today has forced companies to rethink their strategies for developing leaders, and for building and maintaining their leadership pipelines. Different competencies are required for organizational leaders to thrive and be effective in the current global environment. What are those competencies? Where are the gaps? How will these gaps be filled? In this roundtable session, participants will review and discuss the skills and competencies today's leaders should have to be effective. Participants will share specific examples of the types of development that leaders should receive to gain proficiency in these competencies, as well as the experiences that are important to be effective.

RT5
Executive Roundtable: Big Data Moves from Great Idea to Practical Reality
Josh Bersin, Principal and Founder, Bersin by Deloitte, Deloitte Consulting LLP
David Mallon, Vice President of Research, Bersin by Deloitte, Deloitte Consulting LLP

How well do organizations truly understand their workforces? Do executives know what drives performance or engagement? Or what predicts turnover? The answer: not as well as we should. While many companies collect volumes of data about employees — demographics, performance information, educational and job history, and more — executives are still struggling to use the data scientifically to make people decisions. For the past several years, the Bersin by Deloitte Big Data in HR working group has met to expand the collective capabilities of these companies to meet this challenge. During this session, roundtable participants will share practical examples and recommendations for increasing HR analytics maturity.

RT6
BersinInsights Bootcamp (open to all)
Julie Duda, Manager, Member Success, Bersin by Deloitte, Deloitte Consulting LLP
Erin McLaughlin, Member Success Specialist, Bersin by Deloitte, Deloitte Consulting LLP

During this session, we will explore the range of information resources and supporting tools available through the BersinInsights platform in all five practice areas: learning and development, talent management, leadership development, human resources, and talent acquisition. Attendees will learn tips and tricks for leveraging all the resources available on the site, including:

• Leading practices in navigating the website and completing specific types of searches
• Effective use of assets such the lexicon, tools, blogs, Ask the Experts, and the Solution Provider Library
• How to take advantage of live and recorded webinars and presentations
• Personalizing your membership experience