Beyond Integrated Talent Management: Building a Business-Aligned Talent Strategy to Maximize Impact
DJT Ballroom Section E-H

Over the last several years, many organizations have had a tight focus on integrating talent processes, but some leaders are now asking — to what end? Bersin by Deloitte's newest research on integrated talent management finds that the majority of organizations lack a clear, integrated and continuous talent strategy tied to business outcomes. In this session, Stacia Sherman Garr will unveil the results from Bersin by Deloitte's largest and most comprehensive research effort on global integrated talent management and highlight the key elements of designing and maintaining a talent strategy. Matt Jones will share his experience developing a business-driven talent strategy, which leverages a Leadership Council of senior leaders and a new tool — the Talent Management Map — to create talent strategy alignment and continual talent management improvement.



Hire Better to Retain Longer: How Your Employment Brand Helps
Juniper Room

Our research shows that as unemployment decreases, voluntary turnover increases.1 With unemployment close to the same level as before the Great Recession, companies increasingly struggle to find and keep skilled workers. The need for enterprise-wide retention and engagement strategies is growing, and while many businesses deploy some kind of engagement survey, our research shows that today's process for measuring and managing engagement annually has become almost obsolete. Moreover, organizations work hard to develop strong employment brand messages and value propositions, yet oftentimes fail to sustain momentum. During this working session, we will hear about Dell's employment brand transformation and invite participants to share their challenges and success stories as we collectively delve into:

This will be a fun and informative working session, where everyone will roll up their sleeves to create actionable strategies for their organizations to implement today.

1For more information, "Communication & Employee Retention" in International Encyclopedia of Organizational Communication, Wiley & Sons / Robin Erickson.



Lessons from the Front Line: How Dell Finally Got Serious About Employment Branding
Juniper Room

Dell aims to empower people everywhere to use technology to realize their dreams. The company prides itself on a culture built upon innovation and risk taking. However, Dell found its employment brand and candidate experience to be out of touch with the organization's strong consumer brand and guiding principles. With candidate demand for greater engagement and transparency — and with an internal desire to foster a stronger employee value proposition — the need for change was compelling.

This session will provide an overview of Dell's transformational journey. Newbill will detail how over the last five years, the Global Talent Center of Excellence has revitalized its employment brand, strengthened recruiting campaigns and improved candidate experience.

Topics will include:



It's Your Business: Transforming HR to Empower Managers
DJT Ballroom Section AB

Earls Kitchen + Bar is a highly praised casual-dining company with 65 restaurants in Canada and the United States. In its first 15 years, the company had no centralized HR department; restaurant managers managed all workforce and employee issues. As the company grew, a small HR team absorbed responsibility for compensation, HR technologies, training, compliance, hiring, and employee terminations.

Today, as the company actively expands into the United States, the HR pendulum is swinging back towards empowering managers; hiring, terminations, compensation, and training are now in the hands of restaurant managers. The HR department has been replaced with a People Operations team, which provides managers with innovative technology solutions and training so that managers can better coach and inspire their staffs. The team also oversees employer branding and communications, as well as the development of talent, learning and leadership platforms, and corporate IT.

This session will provide two unique perspectives of Earls' "it's your business" philosophy and how it aligns and supports the company's business strategy. Discussion topics include:



Partnering for the Win: Recruiters and Hiring Managers Align for Results
DJT Ballroom Section AB

Developing relationships with hiring managers is by far the most influential driver of talent acquisition performance outcomes. A staggering 97% of mature organizations report that they have strong relationships with hiring managers.1 Hiring managers and recruiters must be in lock-step to deliver positive candidate experiences, true and authentic employment brand messaging and timely talent solutions. This is not always as easy as it seems, however.

In this discussion, panelists will engage in a lively conversation, sharing real-life experiences and challenges. Session topics will include:

1For more information, High-Impact Talent Acquisition: Key Findings and Maturity Model, Bersin by Deloitte / Robin Erickson, Kim Lamoureux, Denise Moulton, September 2014. Available to research members at



Meeting the Talent Challenges of Multi-Generational Workforces
DJT Ballroom Section CD

These days, the workforces of many companies span three to four employee generations. Meeting the needs and expectations of such diverse workforces, as well as increasingly complex and unrelenting business needs, presents an unprecedented range of challenges for today's talent leaders.

Panelists will discuss how they are tackling the multi-generational talent challenges and lessons learned to date. Conversation will touch on topics such as:

Panelists will also relate how these challenges impact initiatives such as sourcing and hiring, employer branding, engagement and culture-building, learning, leadership development and succession planning.Panelists will also relate how these challenges impact initiatives such as sourcing and hiring, employer branding, engagement and culture-building, learning, leadership development and succession planning.



Reconnecting Learners with L&D
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Almost two-thirds of enterprise learning and development leaders tell us they now have trouble engaging learners. One of the primary reasons is that L&D competes for employees' attention and time due to constantly shifting job demands and unpredictable work environments. In addition, continually evolving learning habits, expectations and preferences – not to mention a growing array of self-directed learning options – stand in the way of learner engagement.

While most L&D leaders are aware of diminished engagement, they do not know how to address the issue. Winning the hearts and minds of learners calls for fresh thinking and innovative approaches.

In this session, Tauber will present new research on:



Reinventing the L&D Profession: The Cobbler's Children Need Shoes
Juniper Room

The primary mission of many L&D organizations is to develop or update the skills and capabilities of employees throughout their companies. However, L&D professionals typically haven't applied the same focus to their own skills development. Unfortunately, this disparity has compromised L&D's credibility within the business. In fact, only 14% of learning leaders say that they are viewed as strategic business leaders within their companies.1 This situation should be reversed, given that L&D is uniquely positioned to have tremendous impact on business results – if it can execute its responsibilities effectively.

Join your peers for a working session to gain more clarity on questions such as:

1For more information, Key Findings: Becoming a High-Impact Learning Organization, Bersin by Deloitte / David Mallon, Janet Clarey and Mark Vickers, August 2012. Available to research members at



Disney's Executive Leadership Insights: A Win-Win
DJT Ballroom Section E-H

Disney's Executive Leadership Insights is an assessment and action planning process designed to bring specific benefits to executive participants as well as the Disney organization.

For participants, the process can yield insights and provides exposure. For the company, the process can enable retention and engagement of key leaders, advances the organization's diversity agenda and improves talent-related decision making.

For each high-potential executive, data such as performance reviews, succession feedback, third-party self-assessments, a 360 assessment and interview results are synthesized into a "Leadership Story." The purpose is threefold: 1) To facilitate insights regarding the leader's potential, career intent, and opportunities; 2) To use the Leadership Story as input for creating a customized development action plan; and 3) To help inform future talent decisions.

Topics covered in this session include:



How Extra Space Storage Created a Leadership Development Program on a Budget
DJT Ballroom Section CD

Succession planning and leadership development are important to any company competing in today's market. This point was recently driven home for Extra Space Storage, a national operator of professionally managed self-storage properties. Facing phenomenal growth, the retirement of a key executive, and a weak bench of manager-ready employees, Extra Space, recognized the need for a targeted leadership development program.

This session will provide insights and results from two perspectives: HR and business. Topics will include:



Learning Technology: What Does it Really Take to Deliver Continuous Learning?
DJT Ballroom Section AB

Effective continuous learning – critical to building agile and capable workforce – is made up of four key elements: education, experience, exposure, and environment. However, many L&D organizations focus primarily on only one component, education. That's no longer enough. To meet the expectations and needs of their businesses – and learners – L&D professionals should think differently about what they're delivering and how it's delivered. And learning technology is beginning to play a larger role.

In this session, you will learn how innovative learning leaders are applying new learning methods and a diverse range of new technologies to foster continuous learning in their companies.



MasterCard's Social Learning Journey
DJT Ballroom Section AB

Bersin by Deloitte's 2014 research bulletin "Meet the Modern Learner" documents the challenges facing many learning and development organizations: Employees are overwhelmed, distracted and impatient. As a result, employee participation and engagement in corporate training falls short and many have the perception that training too often does not meet employee needs.

In order to align training with the modern employee's work behaviors, habits and desires to learn from peers, MasterCard embarked on a learning journey leveraging internal MOOCs to create greater shared ownership of the learning environment. By leveraging the principles of agile development, data analysis, and continual re-evaluation, MasterCard has achieved internal MOOC completion rates of greater than 80%.

In this session, presenters will discuss lessons learned in the use of corporate internal MOOCs, including:



Evolving the Matrix: Using Organizational Network Analysis to Drive Better Outcomes
Juniper Room

Every organization is comprised of individuals with complex networks of friends, colleagues, and acquaintances they use to get work done. However, not all networks – and the individuals within them – are of equal importance to the organization. In this presentation, Karen Kocher will share examples of how CIGNA has used organizational network analysis to lower healthcare costs, improve internal communication and collaboration, develop leaders, and evolve the company's M&A playbook. She will also share some of the challenges her organization faced in leveraging this novel approach to improving employee performance and some of the lessons learned. Listeners will come away with a much greater appreciation for the power of understanding their organization's networks and insights on how to start a similar process in their organization.



Reimagining the Learner Experience… From Beginning to End
Juniper Room

A good "customer experience" can be one of the most effective tools to get your workforce to engage with corporate learning. However, too many L&D teams pay attention only to the learning event, even though the learner's experience actually starts long before an employee shows up for a training class or launches a course. To reconnect learners with L&D, learning professionals should start by understanding and improving the entire experience, from beginning to end.

In this working session, participants will work together to:



Performance Management Evolution under the Microscope: Examples from Gap Inc. and Deloitte LLP
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Performance management is evolving in many organizations. But that evolution happens in different ways for different organizations. In this session, each presenter will share how his organization completely changed how performance is managed. Attendees will find many similarities in the desired outcomes, but will also note significant differences in the approaches.

Gap Inc.'s performance management approach began with a focus on simplifying performance management and enabling performance discussions to drive more impact. To do this, the organization determined it needed to eliminate performance ratings and year-end reviews while shifting to focus on regular discussions of performance. The new approach was implemented across the organization in February 2014, with managers and employees alike welcoming the change.

Deloitte set out to design a performance management system that responds to the new world of work—one where engagement at the team level is the critical priority, where leaders need tools to bring out the strengths of each team member, and one where reliable, real-time performance data underpins key talent management decisions. Deloitte's innovative approach to performance management addresses two imperatives: providing a solution that meets today's "right now" talent challenges and best leverages available data.



How to Evolve Performance Management in Your Organization
Juniper Room

This working session is designed to complement the presentation Performance Management Under the Microscope Session attendees will have the opportunity to learn more about the practical "how tos" of evolving performance management. During the session, those who have evolved performance management in their organizations will share details of how they did it and answer questions from those contemplating a similar journey. Each table will have a dedicated "discussion captain" who has led a significant performance management transformation at his or her organization. Discussion captains will guide attendee conversations through critical issues and questions that should be considered when evolving performance management to a more continuous, coaching-focused approach. Come prepared with your questions, insights, and suggestions to share.



Going Beyond "Out-of-the-Box" Thinking: Redesigning the Workspace for Agility, Engagement and Innovation
DJT Ballroom Section CD

Modern organizations require agile technologies, nimble business practices, flexible work practices and malleable space allocations. As human capital professionals, how might we incorporate work environment redesign principles into our work?

In this panel session, you will hear from leading specialists in the field of workspace design and workplace environments. The session's interactive discussion will help HR professionals understand the business reasons driving a re-examination of workplace design, client-specific challenges, and targeted design-based solutions. You will learn how applying certain design principles and flexible work practices can help your organization remain nimble and boost employee engagement for improved organizational performance.



Top Trends in HCM Technology — or How to Stop Worrying and Love Your Mobile Phone
DJT Ballroom Section E-H

Smartphones are one of the most ubiquitous tools used globally today, a fact not lost of application providers who proudly proclaim to "develop on mobile first." But what about use by HR? We will look at new research that reveals what and where (and if!) HR users are planning for mobile use — and how they think it may add value. We also look at steps you can take to foster your mobile strategy.



Building HR Analytics Skills: Turning Dataphobes into Dataphiles
DJT Ballroom Section E-H

As HR organizations strive to improve their analytics capabilities, one of the biggest barriers they face is a lack of skills. Many HR people are not comfortable with data — some are even afraid of it. But this should change if an organization wants to make better, fact-based decisions.

In this session, we will discuss the skills needed by HR professionals to help effectively use data to inform talent and business decisions. We will then describe development initiatives for building these skills among HR business partners — initiatives that include formal training, collaborative and experiential development, and cross-pollination strategies. Specifically, our session will address:



Know, Now Act: A Dapifer's Journey into HR Research, Analytics, and Insights
DJT Ballroom Section AB

In this session, attendees will hear how in the space of two years Rackspace went from doing no HR or talent analytics work to a Level 4 on Bersin by Deloitte's Talent Analytics Maturity Model. During this same period, the analytics function grew from a one-person job to a team of six. The effort and investment in HR analytics has netted significant changes and improvements in the company's talent strategy and processes at all levels. Attendees will learn how Rackspace:

The session will also cover the pros and cons of Rackspace's technology solution and the net improvements seen to date.



The Proof is in the Pudding, the Perils are in the Plan: Planning for an HCM Software Implementation
DJT Ballroom Section AB

Learn from our research and from executives who have "been there and done it." In this session, panelists will discuss the major pitfalls and levers for success in planning for and managing an HCM implementation.

Whether the implementation is on-premise or in the cloud, how you plan makes a big difference in the success of the project. We will look at how to "plan for the plan," create a team, and manage the project—based on our study of implementation success. Oh yes—and we'll also examine the added challenges of a global implementation!



Overcoming Common Strategic Workforce Planning Challenges
DJT Ballroom Section CD

While many HR professionals have a conceptual grasp of strategic workforce planning, many seek real, specific examples of how organizations have tackled some of the more difficult elements of this important activity. If this sounds like you, then this is a session you must attend!

In this session, you will hear from executives representing four companies that have built robust workforce planning processes and skills to enable business success. Panelists will focus on topics such as working with the finance organization effectively, launching a new workforce planning initiative, communicating and managing workforce planning change, managing a distributed workforce planning team, and translating workforce planning into talent management playbooks. Come prepared for an interactive session where everyone will go home with useful insights and handouts that can be applied to your work today.



Reinventing L&D Organizations for Continuous Learning
DJT Ballroom Section CD

These days, organizations are under continuous pressure to reinvent themselves. That means learning is as essential as it's ever been, both for leaders and employees. Chief Learning Officers (CLOs) and their teams are among those under relentless pressure – to be more business focused, more learner-centric and more cost-effective. To keep up with all these constantly shifting demands, L&D leaders are looking to completely transform how their teams do business.

In this session, CLOs from leading multinational organizations will share their insights on:



The New HR Business Partner: Beyond Generalist to Trusted Strategic Advisor
DJT Ballroom Section E-H

HR organizations are transforming, and HR roles are changing, too. In this session, we will define the high-impact HR business partner (HRBP) and HR business advisor (HRBA) roles, discuss strategies to source/recruit HRBP talent, as well as learn how to build internal HRBP capabilities. Attendees will also learn how Halliburton designed and deployed its College of HR, an HRBP academy that employs best practices and processes for strengthening HRBP capabilities.

Specifically we will discuss:



Let's Get Real About Measurement: Leading Practices for Measurement and Evaluation in a World of Formal, Informal and Continuous Learning
DJT Ballroom Section I

The under-valuation and under-funding of L&D commonly stems from two issues: A lack of alignment with the organization's mission, operational goals, and business objectives; and the paucity of meaningful impact measures for decision makers.

In this lively and interactive forum, learning and talent leaders will actively explore effective ways to measure results of learning and development initiatives and present actionable information to the business.

Participants will have the opportunity to review findings and insights from Bersin by Deloitte's latest research; analyze and compare real- world examples of practical measurement approaches; and share and discuss their own measurement challenges. Participants are encouraged to bring their most difficult or vexing measurement issues for stimulating workshop discussion.

Participants will learn:



High-Impact HR: Structuring for Success
DJT Ballroom Section J

Organizations continue to face imperatives of globalization, growth initiatives, government regulations, demand for higher customer intimacy and the need to innovate. Meeting these challenges requires ongoing adaptation and evolution. Structuring HR to maximize business impact and deliver on these demands is an imperative.

While HR structure alone doesn't achieve high impact, it is a critical component that can increase performance by amplifying alignment to the business strategy and business model. An effective HR organizational structure can create positive workflow and energy to electrify resources and produce business-driven solutions.

In this hands-on working session, participants will engage in a highly interactive experience to explore the key characteristics of HR structures that support the implementation of a High-Impact HR Operating Model.

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



Exploring Performance Management Transformation
DJT Ballroom Section K

The world of work has rapidly changed over the last decade to focus more on continuous interaction and engagement on iterative work teams and the use of real-time, reliable data. However, approaches to performance management have remained largely static.

During this interactive workshop, presenters will review how performance management approaches can adapt to these trends, and share detailed case studies of performance management transformation. They will also discuss Deloitte's POV on performance management and three primary components to success: fueling, seeing, and recognizing performance.

Throughout the session, participants will engage in interactive discussion and activities that can enable critical thinking around an organization's current approach to performance management and its vision for the future. Discussion with peers and Deloitte facilitators will focus on what it takes to successfully reinvent performance management.

HR and talent leaders interested in exploring the what, why, and how of performance management transformation for their businesses can benefit from this working session.



Building and Sustaining Highly Engaging Cultures
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This workshop will explore how HR and talent leaders can enhance employee engagement to foster a culture of engagement. Workshop facilitators will lead interactive discussions and activities covering a variety of topics, including common engagement challenges and barriers in today's workforce environments, employee expectations of managers and leaders, leading practices of exceptional leaders, and the role of management and leadership programs.

At the end of the workshop, participants can:



Improving the Member Experience
Rose Room

Personas (or roles) are used to improve the member experience. At Bersin by Deloitte, persona profiles are used to help us write our research and develop new formats, develop products and services that are structured to meet the needs of key member types, and conform web and mobile interfaces to the needs of the individual member.

In this session, we will provide an overview of the personas used at Bersin by Deloitte. Then, we will facilitate a discussion and look to you to gather key characteristics of each of these four personas - CHRO/Head of TM, HR Functional Heads, HR Directors/Managers, and HR Specialists/Generalists.

Topics to be covered for each persona will include:

This session is offered by invitation only and intended for senior level leaders who can speak to the various personas/roles are encouraged to attend and contribute their insights and questions.



The Great Divide: HCM Technology in the Global Enterprise
Cypress Room

Is there a chasm between the technology at your fingertips and what you really need to do at work? Do the buzzwords "flexible, agile, engaging" make you laugh when you think about managing your HR responsibilities?

This interactive roundtable will bring together HCM leaders who think about, want to think about or actually touch technology. The goal is a participant-led discussion of what works and what doesn't, planning for implementations, replacing old technology, selecting new solutions, and the ever-present issue of change. The session is designed to serve as a sounding board for ideas and results related to approaching and managing technology in which participants share their challenges and experiences.

Come prepared to address these starting points for discussion:

This session is offered to HR, talent and learning practitioners and registration will be limited. Please contact Marie Viola at if you would like to attend.



Member Advisory Session: Enhancing Learning Culture for Greater Organizational Performance
Lantana Room

Bersin by Deloitte research has determined possibly the greatest predictor of business impact is the strength of the organization's learning culture. Learning culture directly accounted for 46 percent of overall improved business performance as measured by the business outcomes examined in Bersin by Deloitte's high-impact learning culture study.1 Learning culture matters—not only for creating a productive environment for employees, but also as an essential element of business strategy.

This session will provide you with frameworks and tools to help you assess your organization's current learning culture and design a plan to shape and enhance it for organizational effectiveness. It is part of a blended learning approach that involves a sequence of activities to be performed before, during, and after the session. The activities will leverage different learning methods: self-study, virtual discussions, peer connections and recommended actions. The planned activities align with Bersin by Deloitte's research. Expected program outcomes have been designed to:

1For more information, High-Impact Learning Culture: The 40 Best Practices for Creating an Empowered Enterprise, Bersin by Deloitte / David Mallon, June 2010. Available to research members at



Crossing the Chasm: Moving From Reporting to Analytics
Ginger Room

The vast majority of HR organizations are still churning out reports, with few useful insights and recommendations. For many, the challenge in moving to advanced and predictive analytics seems daunting.

In this session, we will discuss how HR organizations can move beyond reporting and into true talent analytics. Participants will share what's working — and what's not — as they pave a path to making better decisions from their data.

Please come prepared to address the following discussion topics:

This session is designed for those organizations that are just beginning to explore advanced analytics or want to develop a roadmap for getting there. Registration at this session will be limited. Please contact Marie Viola at if you would like to attend.



Getting Value from Advanced & Predictive Analytics
Ginger Room

Please come prepared to address the following discussion topics:

This session is designed for organizations that are in the mature stages of analytics and are utilizing advanced or predictive analytics. Registration at this session will be limited. Please contact Marie Viola at if you would like to attend.



Member Advisory Session: Transforming Leadership Development
Lantana Room

Deloitte's Human Capital Trends Report 2014 found that leadership remains the top human capital concern, and anemic leadership pipelines comprise the largest "readiness gap."1 The needs are clear: to develop new leaders faster, to globalize leadership programs and to build deeper bench strength.2 During this session you will utilize Bersin by Deloitte's research and tools to help you evaluate the effectiveness of your leadership development programs, exchange ideas with other practitioners about leading practices, and design a plan to shape and enhance your programs for greater impact.

This session is part of a blended learning approach that involves a sequence of activities to be performed before, during, and after the session. The activities will leverage different learning methods: self-study, virtual discussions, peer connections and recommended actions. The planned activities align with Bersin by Deloitte's research. Expected program outcomes have been designed to:

1For more information, Human Capital Trends Report 2014, Deloitte University Press / Adam Canwell, Vishalli Dongrie, Neil Neveras and Heather Stockton, March 2014. Available at

2For more information, Leadership Development Factbook 2014: Benchmarks and Trends in U.S. Leadership Development, Bersin by Deloitte / Karen O'Leonard and Jennifer Krider, May 2014. Available to research members at



Introduction to New Bersin by Deloitte Membership Features
Juniper Room

Bersin by Deloitte recently launched three new features of its membership program to help members develop solutions to improve their HR performance.

We will showcase these features with an objective of obtaining feedback on how members would use them among their teams and additional functionality they would like added. Topics to be covered include:

This session is offered by invitation only and is intended for: