HR & PEOPLE ANALYTICS FORUM

It's advisable to come early, as there are 300+ delegates to be registered. The conferences will commence at 09:00 sharp, in order to meet the event schedule.

Location: In front of the main Conference Hall

Who runs the show?
Jonathan Ferrar
Jonathan Ferrar is a respected consultant, speaker, author and business advisor in HR strategy, workforce analytics, and the Future of Work.

He advises clients on how to establish human resources strategies that will improve business performance and help HR leaders become more analytical in their decision-making. In particular, he advises Boards & CEOs of HR technology and HR analytics companies.

Jonathan was listed as one of the global “Top HR Analytics Influencers” on LinkedIn in 2014, as one of the “15 HR and People Analytics Experts to Follow” by Jibe in 2016 and as one of the 20 Experts in People Analytics by Sage People in 2017. He is the co-author of the workforce analytics book “The Power of People” (Pearson FT Press, May 2017).

Jonathan has worked for over 25 years in corporate business and for eleven of those years in executive and VP roles at IBM. He has led global teams, held P&L responsibility, managed multi-$100Ms budgets and advised Chief HR Officers at some of the world's most highly regarded companies.

After working and living in New York for almost seven years, Jonathan returned to the UK in late 2016 to be closer to his family and to set up his own company Ochre Rock Ltd. He is a board advisor to people analytics companies TrustShpere and Alderbrooke and a co-founder of the analytics networking and services company Insight222.

He holds degrees from the University of Cambridge, UK and a Diploma in Human Resources Management from Kingston Business School, UK. He is a Chartered Fellow of the Chartered Institute of Personnel and Development.

Jonathan is an avid landscape photographer with the distinction of a Licentiateship of The Royal Photographic Society. On his business travels he is often found with his camera in hand.

About the Speaker:
Ghassan Karian
Ghassan Karian Ghassan started his career as a political campaigns manager for the Labour Party (1996-1998) and then as Head off Media Relations for Saatchi & Saatchi’s PR agency. Subsequently, he led the employee engagement efforts at Rolls-Royce as Director of Internal Communications and Engagement. For three years, he was a member of the People Leadership Team at British Gas, leading on engagement, employee communications and the major cultural change programme being undertaken across the business.

At Karian and Box, in addition to leading a fast-growing business with over 50 professionals, he advises business, HR and communication leadership teams on innovative employee engagement solutions and on providing strategic, actionable insight based on employee analytics and research.

Presentation focus:
· Practical case studies with insights into the latest, most innovative examples of advanced people analytics
· The focus on securing insight aligned to the business and HR/people strategies enables actionable findings to drive performance
· Using visual and verbal storytelling to help bring the data to life for time-poor leaders / stakeholders

Overview:
Real-world case studies from businesses such as Asda, Aviva, BP, HSBC and a range of other businesses with European operations. Powerful insights into which attitudinal and behavioral factors are most likely to drive which business performance metrics. Examples of the most innovative ways of presenting people data to enable quick understanding of the issues at stake, and to help interpret actionable insights.

Key take-aways:
1. Integration of data not aggregation to secure deep insight
2. Predicting performance is achievable using innovative approaches
3. The story of the data matters as much as the data itself

Panelists:

Moderator:

The coffee-break makes for a great occasion to mingle around some 300 delegates, share instant feedback about presentations you enjoyed the most, engage in casual chat and naturally visit the sponsors exhibition area.

Location: HR Tech Expo in front of the main Conference Hall

Speaker: Marcel Horvath · Director International Partnerships and Strategic Alliances · Virgin Pulse

Presentation focus:
∙ People Analytics done differently
∙ Non-tech based approach
∙ Lessons learned along the way
Overview:
Trimble is into People Analytics for the last 18 months and we believe we went thru our journey in an unique way. We were not focused on building metrics and dashboards. Instead we focused on collecting questions and answering them with good evidences. We partnered with HR leaders in solving specific organization problem. We did not deploy cool technologies to start with. We did a lot of cool things which helped build a brand and credibility to the outcome of our function. This presentation will be all about sharing our experience which may be interesting perspective to the audience.

The presentation will cover how answering a CEO question helped starting HR Analytics journey. The challenges we faced and all the different things we did to resolve them, build a brand and credibility to the work we do and how we play a strategic role in scaling HR as a true strategic partner.

Key take-aways:
1. How did we build an internal brand and credibility as part of our journey ; the importance of business buy-in
2. The mission for my team is to transform the way HR offers strategic support to business using data and insights. Our operating style that helped in our journey
3. What kind of priorities we decided to pursue as part of our journey.

Speaker: Sukumaran Mariappan · Director - Global HR Analytics & Reporting · Trimble

Presentation focus:
∙ What is passive data?
∙ What passive data can tell you about employees?
∙ Passive data vs active data
∙ Business outcomes - is all that analytics worth the money?

Overview:
People are usually 50-70% of the bottom line costs of the entire companies. Good personnel decisions are not only a matter of development, but often a matter of market survive. It is up to HR departments and related analytical departments to recommend good decisions. This require to become more data-driven than ever.

HR Analytics departments need to develop ways to get reliable data and learn the basics of their interpretation. Passive data can be very helpful in this field. Transformation, which passed sales and marketing departments, also waits for HR people. It is good to know in advance what opportunities technology offers and what results are achieved by Polish pioneers.

Key take-aways:
1. Passive data can broaden the possibilities of HR analytics
2. Identify the fundamental drivers of value - traditional metrics usually does not cover the whole picture
3. Use different data sources to confirm your hypothesis

Speaker: Mateusz Klupczynski · CEO · Lab 1

Presentation focus:
· What is data based employer branding?
· How to choose the right metrics to assess and optimize the employer brand
· Different maturity stages of people analytics usage in employer branding
· Integrating over 500 HR metrics into one employer brand model

Overview:
Employer branding is a complex construct that requires integrating different actions and metrics through the entire candidate-employee lifecycle. How to overcome this challenge when shaping the attrition and retention strategy, setting KPI and measuring the effects? Can it be based on single measures? Should we benchmark towards the other brands? How to integrate the people data to employer brand strategy? Presentation showing different maturity stages of people analytics usage in employer branding based on case studies from well-known big companies operating on the polish demanding market (from the banking to construction sector) such as:
∙ Shaping the salesforce recruitment communication based on performance based research
∙ Optimizing the recruitment campaigns based on performance based marketing
∙ Assessing and crafting the employer brand strategy based on 500 HR metrics

Key take-aways:
1. Choosing and integrating HR metrics is the most challenging task when we do data based employer – branding
2. Using people analytics to asses and optimize the employer brand can have different stages of maturity
3. Benchmarking is not the opposite to people analytics, it is a must have stage when applying it correctly

Speaker: Barbara Zych, PhD. · CEO · Employer Branding Institute

A great opportunity to engage in a casual chat with speakers and your fellow delegates. Lunch will be served at the main hotel restaurant, providing a variety of specialties ranging from traditional Polish specialties to best international cuisine.

Location: Main hotel restaurant

Presentation focus:
· The importance of organization design and its elements
· How do managers distort corporate “space-time”
· HR's role in business development and enhancement of organization's performance
· The objectives and the priorities of organizational audit
· The structure and the process of organizational audit

Overview:
There are two key questions for every HR professional. The first is how much of a role of a strategic partner you currently hold and how much leadership you provide in strategy execution and business development through human and organizational development activities. The second is how satisfied you are, professionally and personally, with the current state of affairs. The hypothesis of this presentation is that by raising their expertise in the field of organization design, HR professionals will magnify their influence in their organizations and increase their impact in strategy formulation and execution, and, consequently, improve the organizations’ bottom line. Organizational audit is an integral part of the organizational design and is used to analyze alignment between three levels of planning and decision-making: strategic, tactical and operational with three levels of organizations: organizational, process and human. Organizational audit will equip HR professionals with more profound understanding of the dynamic complexity of their organizations, help them identify causes of business issues and consequences of potential actions, as well as train them to apply systems thinking and judgment realizing organizations’ links and loops.

Key take-aways:
1. Organizational audit – Powering the HR role through Organization design
2. HR, in addition to top management, is the only function with competences and incentives to monitor the whole system
3. Organizational audit is the great first step in understanding the complexity and value of the organization design

Speaker: Dr. Fran Mikulicic, MBA, PhD · Organization Design Thought Leader

Presentation focus:
· Roles and capabilities our team started with (what we had and what we should have focused on as well)
· In an ideal world... (what we thought we would work like, our initial goals)
· Things you should never do in this area: the way we failed... (key learnings about our audience, community building, user experience, business maturity and politics)
· ...just to learn how to pick ourselves up. Learning from the bests, taking one step back in complexity – optimizing HR analytics to better suit our audience and business needs
· How are we helping the business now to achieve its most important goals? (strategic workforce planning, recruitment and talent management, L&D, diversity, etc.)

Overview:
I will present Diageo's 3-year long journey in people analytics with a special focus on the key learnings for anyone who wants to start this area, in a multinational company. The questions I would like to answer and the areas of focus will be:

What we did well and where we failed on our journey?
How to start this function with a small group of 2 or 3 people?
Areas you might need to focus on at the very start that are rarely mentioned but highly important.
How you can build credit and seize the momentum within HR?

Key take-aways:
1. You don't need a big team to have big impact on a company's HR processes
2. Do not over complexity at the start: key capabilities, processes and data
3. Educating the business is crucial - train the HR function as you progress and seize the momentum

Speaker: Gyorgy Kovacs · Lead HR Analytics Analyst · Diageo

Presentation focus:
∙ How to get started with People Analytics?
∙ Common misconceptions about People Analytics
∙ Success stories and their ingredients
∙ Exercises to do with your management

Overview:
Let’s start with People Analytics… That’s easily said. But making People Analytics a success is a complete different story. For example, what capabilities need to be in place? And no, People Analytics is not only about data science. What about storytelling competencies, business sensitivity, experience with various software packages, knowledge about the coming General Data Protection Regulation (GDPR), consultancy skill, a strategic level of thinking… oh, and great social skills of course. Not to forget about in-depth HR knowledge. Well, superman does not exist. So how do you make sure you have these capabilities in place? Do you collaborate, do you develop these capabilities yourself, do you hire them, do you acquire them? Which knowledge, skills, and attitudes needs to be developed? And where do the gaps lie? In this session, Dr. Sjoerd van den Heuvel from the University of Applied Sciences Utrecht, will share some key-lessons learned from teaching professionals from Surinam to Malaysia in People Analytics. Are there differences in the struggles organizations and professionals experience? And what then are the common keys to success? Are you ready to be (even more) successful in People Analytics?

Key take-aways:
1. Start at the right and don't think about people
2. Grab a pencil, and start drawing
3. Practice with bedtime stories, the rest will be easy


Speaker: Sjoerd van den Heuvel, PhD. · Research Fellow · University of Applied Sciences Utrecht

Presentation focus:
· findings from a global survey of HR, Finance and non-HR colleagues about the impact of people analytics.
· explores the skills, confidence, technology and functional barriers to effective people analytics.
· explores regional differences in people analytics practice, highlighting global and regional trends in skills, confidence and utility.
· highlights the growing people analytics agenda and the importance of continued investment in people analytics practice by HR and senior leaders.

Overview:
CIPD conducted a global survey of HR, finance and other non-HR functions to explore how people analytics practice is evolving. The study explored the skills and confidence of HR professionals, and the perspectives of non-HR business leaders on their HR functions. Survey found growing interest in people analytics in the HR function, but a greater need to integrate across functions to develop impact through people analytics data. Recommendations call for HR leaders to champion the development of HR skills, and to integrate across functions to develop data-science capability. Recommendations also call for HR to integrate concepts of "people risk" into people analytics, to understand short, medium and long-term people risks using people data.

Key take-aways:
1. Data visibility and transparency are key for non-HR professionals if they're to utilize people insights in their decision making.
2. People analytics culture is critical for good people analytics outcomes. This includes ensuring leadership uses data in decision making, and engages the workforce on the value and importance of people data.
3. People analytics has potential globally; just over 50% of HR/people professionals say they have ready access to people data. More can be done to promote skills, access and use of people data in HR decision making.

Speaker: Ed Houghton · Lead Research Analyst · CIPD

The coffee-break makes for a great occasion to mingle around some 300 delegates, share instant feedback about presentations you enjoyed the most, engage in casual chat and naturally visit the sponsors exhibition area.

Location: HR Tech Expo in front of the main Conference Hall

Panelists:

Moderator:

About the Speaker:
Luk Smeyers
Luk is an experienced CHRO who has lead complex transition projects for compelling blue chip companies.

He has an enviable background performing strategic and operational roles for dynamic, change-oriented companies and has managed at board level through business start-ups, turnarounds, acquisitions, divestitures, joint-venture creation, down-sizing and restructuring on a pan-European basis.

With his result and people oriented focus, he has made substantial difference everywhere and established deep shifts in perspectives and strategies.

In 2008, Luk started as a Human Capital entrepreneur and established a cutting-edge HC Analytics consultancy, together with academic partner Dr. Jeroen Delmotte (www.linkedin.com/in/jeroendelmotte).

Luk is passionate about quantifying and predicting the business impact of people investments. Predictive workforce Analytics is all he does and he is widely recognized as one of the few European top HR intelligence experts.

Luk is revered as a leading thinker, educator, influencer and is a well-known content contributor, blogger, columnist and author of many articles. He is an invited speaker at international conferences and helps clients set a higher ambition for strategic HR intelligence, leading consultative projects and strategy meetings with such organizations as Ahold, Deloitte, BNP Paribas, Zurich, ING, KPN, ABN-AMRO, AXA, Philips, Rabobank, UWV, RealDolmen, Acerta, NS, BASF, Besix, Strukton, Bekaert, Randstad, Eandis, AG, Postnl, AON, Raet, to name a few.

Presentation focus:
Sharing learnings from executing over 100 projects in the past 5 years with regards to implementing the People Analytics function.

Overview:
In our projects, we are seeing that many organizations are starting with People Analytics without thinking of an operating model. We have experienced many times that organizations get stuck after a while and are not making (analytical maturity) progress anymore because the lacking 'rules of the game' (= operating model). I will take the participants thru my experiences and learnings in working with organizations that got stuck after a few initial experiments.

Key take-aways:
1. Understanding the critical necessity to invest in an operating model to become successful with People Analytics
2. How to start using the 4 pillars of a People Analytics Operating Model: People, Organization, Data & Technology
3. How to design a roadmap to implement the People Analytics Operating Model

Closing
Sponsors & partners acknowledgements and drawing of valuable prizes and VIP Tickets for selected events

See you again next year!