COurse Workforce AnAlytics October 21-22, 2014 Marina del rey Marriott Los Angeles, CA euci is authorized by IACeT to offer 1.0 Ceus for the course.

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1 COurse Workforce Analytics Marina del Rey Marriott is authorized by IACET to offer 1.0 CEUs for the course. 1

2 Overview Within the last 5 years, we have moved from an environment where HR reporting and analytics were a nice-to-have to an environment where workforce analytics are a critical pillar of any leading HR department. The utility industry is faced with myriad changes: changes to customer base, alternative power sources, new technologies, retirements, an increasingly mobile workforce - to name just a few. If HR wants to contribute to solving these business challenges, it needs to provide workforce analytics and consulting to the business. In this 1.5 day training course, Peter Louch, CEO of Vemo will join up with Michael Manning, Jay Helmer and John Vitali of Southern California Edison to help each participant develop a workforce analytics road map for their organization. The training will combine real-life examples from Southern California Edison (SCE) with additional best practice case examples, which will make the course as pertinent as possible for all attendees. Although the course will discuss beginning, intermediate, and advanced workforce analytics topics, it is anticipated that participants of all experience levels will find value in each segment through new findings, getting-started tips, and interaction with other participants to put the training materials to immediate use. LEARNING OUTCOMES Discuss the basics of workforce analytics, the what, why and how Build a business case for Workforce analytics Identify key performance indicators Review how to use scorecards to drive business results Discuss analytics delivery strategies Discuss the use of statistics to understand causation and correlation - with examples Discuss consulting models that go hand-in-hand with Analytics Delivery Strategies Incorporate strategy into metrics Discuss best practices in forecasting models and workforce planning Assess the future of analytics Identify how far you can take your workforce analytics programs Share the emerging best practices in data science that participant organizations can leverage for more effective workforce analytics/planning Discuss case examples of using what if scenarios of interventions that can increase retention, engagement and/or performance REGISTER 4601 TODAY! DTC Blvd., CALL Suite OR VISIT 2

3 Agenda Tuesday, October 21, :00 8:30 a.m. registration and Continental Breakfast 8:30 10:30 a.m. Stage 1- Basic Workforce Analytics Operational Reporting: In this section, we will share SCE examples of operational reports, why they are important, and how they are used. Participants will also work to define the operational reports that they need to get started in workforce analytics. Must-Have Workforce Metrics: We will define the metrics, which should be part of any analytics effort. We will also discuss the most common definitions and variations of these metrics. Data Dictionaries: Examples of successful data dictionaries, how to build consensus around data definitions, how to use data dictionaries in ongoing analytics efforts and the governance model for keeping them up-to-date. 10:30 11:00 a.m. Networking Break 11:00 a.m. 3:00 p.m. Stage 2 - Proactive Workforce Analytics Creating Business Requirements: We will build on the data dictionaries discussion in Stage 1 to discuss how to build the business requirements for an Analytics program, with a particular focus on moving beyond the basic requests of basic operational reporting to providing analytics that drive new behaviors in the organization. We will also discuss commonly used HRMS and related systems and how to address typical issues encountered in those systems, and participants will walk away with concrete action items they can take with their own data. Advanced Reporting: SCE examples of Advanced Reporting, why they are important, and how they are used. Participants will also work to define the advanced reporting that will drive the most value in their organizations / for their specific initiatives. 12:00 1:00 p.m. Group Luncheon 1:00 3:00 p.m. stage 2 - Proactive Workforce Analytics (Continued) KPIs: Discussing various KPIs, or Key Performance Indicators, to use within advanced reporting. We will share examples and also discuss the pros/cons of using KPIs as part of the analytics and reporting effort. Benchmarks: In this section, we will share examples of benchmarks and share the examples of how Edison utilizes benchmarks from EUHRMG, CEWD, Saratoga and other sources. Participants will consider how to use benchmarks in concert with other metrics, KPIs to build credibility of their metrics while also creating more value than comes from just using benchmarks. Scorecards: Examples of scorecards, and how SCE and other companies use scorecards to drive business results. We will discuss what challenges to expect when defining/designing scorecards and participants will have the opportunity to define their desired scorecard approaches. Analytics Delivery Strategies: Different end-user profiles and how people process information in different ways. We will then map out a delivery strategy to provide people information in the way that is most likely to (a) yield desired results, (b) create satisfied end-users of the workforce analytics program. Participants will then have opportunity to define an analytics delivery strategy for their organization. 3:00 3:30 p.m. networking Break 3

4 Agenda Tuesday, October 21, 2014 (CONTINUED) 3:30 5:00 p.m. stage 3 - Advanced Workforce Analytics Leading Indicators: The use of statistics to understand causation and correlation. Then we will share use of leading indicators that can potentially predict future metrics and/or business performance. We will share case examples of the successful use of leading indicators. Participants will then work to define which leading indicators will create the most value for their respective organizations, and how to go about gaining buy-in, defining and deploying leading indicators as part of the Analytics program. Consulting on Metrics to HR Business Partners and Line Leaders: Consulting models that go handin-hand with analytics delivery strategies. We will discuss SCE s approach to consulting on metrics. Then we will also discuss both successful and unsuccessful examples of such consulting so that participants can learn from the success of others, yet avoid the potential pitfalls. Participants will then have an opportunity to define what their future state consulting model should look like including the resourcing/capability necessary to drive such a model. Wednesday, October 22, :00 8:30 a.m. continental Breakfast 8:30 10:00 a.m. Stage 3 Advanced Workforce Analytics (Continued) Incorporating Strategy into Metrics: In this section we will discuss how to align metrics with organizational strategy. We will evaluate several models: using metrics that measure success of business strategies; the general process of operationalizing business strategy into measurable talent strategies; and workforce segmentation models that can help participants create metrics that matter more. Forecasts and Workforce Planning: Discussing best practices in forecasting models and workforce planning, as well as the challenges and roadblocks your organizations should look to overcome as part of launching workforce planning. We will then share a detailed example of SCE s strategic workforce planning process. Participants will then have the opportunity to consider how SCE s approach can fit their organization. 10:30 a.m. 12:00 p.m. Stage 4 - Predictive Analytics Defining the Future of Workforce Analytics: The first three stages of this training course define a highly effective workforce analytics program. For companies just getting started, you may focus on Stage 1 and create a detailed road map for future stages. For companies that are already experienced, the key learning and examples from Stage 1-3 may provide valuable considerations for a refresh of your program. In Stage 4, we focus on the future of analytics. In this section, we will be discussing the latest advances in predictive analytics. The Stage 4 training section is designed to be thought provoking and give participants ideas of how far they can take their workforce analytics programs. Emerging Best Practices in Machine-Learning Statistics and Big Data: In emerging best practices in data science that participant organizations can leverage for more effective workforce analytics/ planning. We ll share case examples regarding driver analysis and forecasting for turnover and retirement; examples establishing what drives employee engagement; examples of career paths that create high performing managers and leaders; and examples of usage of big data (labor market, unemployment rates, stock market) in forecasting. Incorporating What If Scenarios into Analytics: In this section, we ll discuss case examples of using what if scenarios of interventions that can increase retention, engagement and/or performance. As part of this, we ll review how to gain buy-in for this high-value work, including creating ROI cases and using Infographics to demonstrate the benefits of predictive analytics/data science. 4

5 Instructors Peter Louch / Founder and CEO / Vemo, Inc. Peter Louch is the founder and CEO of Vemo, a software and services organization that is pioneering the new way to do workforce analytics and planning. As founder of Vemo, Mr. Louch works with customer executive teams and ensures Vemo s road map for technology and services are geared to provide simple and elegant solutions to the most complex and highest impact customer problems. Prior to founding Vemo, Mr. Louch led the Talent Value Management practice area of Right Management Consultants and The Empower Group, divisions of Manpower. In this role, Mr. Louch led major engagements with technology, professional services, pharmaceutical and public sector organizations and developed the Talent Value Management methodology to apply supply chain concepts to human resource planning and management. Prior to Right/ Empower, Mr. Louch held successive sales and leadership positions with the Advertising & Communications division of TMP Worldwide. Prior to TMP, Mr. Louch held roles within both technology and consumer products startups. Mr. Louch graduated with high honors from University of California at Berkeley with a degree in Astrophysics. Michael Manning / Acting Principal Manager of Human Resources Shared Services Division / Southern California Edison Michael Manning is the Acting Principal Manager of Human Resources Shared Services Division for Southern California Edison (SCE). As one of the largest electric utilities in California, SCE serves more than 14 million people in a 50,000 square-mile area with ~ 20,000 employees and contract workers. Michael leads a team of ~ 60 HR professionals performing ~ 40 HR functions including enterprise-level workforce planning, human capital reporting, SAP master data, HR s technology portfolio, HR PMO, HR business process improvement function (6 Sigma/LEAN/ OpX), HR web portal, HR vendor management, Employee Information Call Center, Employee Engagement, and HR Compliance & Risk. Michael joined Edison in March of 2010 as Sr. Project Manager. In this role Michael led the requirements collection, RFP, and selection of a strategic workforce planning solution. In 2011 Michael led the configuration, customization and implementation of the SWP solution including integration with finance, talent acquisition and real estate planning processes. The SWP solution successfully launched in July of 2011 and recently the program was recognized by the Best Practice Institute with a 2013 Best Practice Award in Workforce Planning & Analytics. Prior to joining Edison, Michael held various roles in Operations Management, Engineering, and Human Resources with Siemens and Merck. Prior to that Michael was part of a 7-person start-up company that raised over $60 million from JP Morgan, successfully taking the company from concept to launching manufacturing and distribution of product to major retail chains in 14 states. Michael draws on this broad set of experiences to bridge engineering and operations solutions to HR challenges. Michael holds an MBA with Beta Gamma Sigma honors in operations management, is an experienced Six Sigma Black Belt with a focus on HR and business processes, and is certified as a Senior Professional in Human Resources. 5

6 INSTRUCTORs (Continued) Jay Helmer / Senior Project Manager, Strategic Workforce Planning / Southern California Edison Jay Helmer is the Sr. Project Manager of Strategic Workforce Planning at Edison leads the enterprise-wide workforce planning program for Southern California Edison aligning the workforce and business strategies. He is responsible for the tools and processes to help Edison better plan their future workforce needs. Jay brings more than 15 years experience in Talent Acquisition, Organizational Design, HR Analytics, Program Management and as a Strategic Business Partner most recently with The Boeing Company. Jay holds a Master of Science in Human Resource Design from Claremont Graduate University and is certified as a Senior Professional in Human Resources. John Vitali / Senior Project Manager / Southern California Edison John Vitali is a Senior Project Manager within Southern California Edison s HR Strategy & Workforce Insight team. He is responsible for developing a Center of Excellence around HCM Analytics & Reporting that influences company strategy, improves decisions and helps solve business problems. John has 25 years of experience with the company and a diverse background in operations including Information Technology, Customer Service, Transmission & Distribution, Procurement, and Audit Services. John completed an MBA with the University of Phoenix, a leadership program with Harvard University, and is a certified Professional in Human Resources. He served in the United States Air Force in the Pacific region, served as Chairman of the Board of the SCE Federal Credit Union, and enjoys community service projects. 6

7 Instructional Methods Case studies, PowerPoint presentations and group discussion will be used in this course. Requirements for Successful Completion of Program Participants must sign in/out each day, be in attendance for the entirety of the course to be eligible for continuing education credit. Credits has been accredited as an Authorized Provider by the International Association for Continuing Education and Training (IACET). In obtaining this accreditation, the (organization name) has demonstrated that it complies with the ANSI/IACET Standard which is recognized internationally as a standard of good practice. As a result of their Authorized Provider status, (organization name) is authorized to offer IACET CEUs for its programs that qualify under the ANSI/IACET Standard. is authorized by IACET to offer 1.0 CEUs for the course. EVENT LOCATION A room block has been reserved at the Marina del Rey Marriott, 4100 Admiralty Way, Marina del Rey, CA 90292, for the nights of October 20-23, Room rates are $179, plus applicable tax. Call for reservations or book online and mention the course to get the group rate. The cutoff date to receive the group rate is October 3, 2014, but as there are a limited number of rooms available at this rate, the room block may close sooner. Please make your reservations early. PROCEEDINGS The proceedings of the course will be published, and one copy will be distributed to each registrant at the course. REGISTER 4601 TODAY! DTC Blvd., CALL Suite OR VISIT 7

8 REGISTRATION INFORMAtion Mail Directly To: Electric Utility Consultants, Inc. () 4601 DTC Blvd., Ste. 800 OR, scan and to: please register the following Workforce Analytics course, 2014: US $1395 Early bird on or before October 10, 2014: US $1195 Event location A room block has been reserved at the Marina del Rey Marriott, 4100 Admiralty Way, Marina del Rey, CA 90292, for the nights of October 20-23, Room rates are $179, plus applicable tax. Call for reservations or book online and mention the course to get the group rate. The cutoff date to receive the group rate is October 3, 2014, but as there are a limited number of rooms available at this rate, the room block may close sooner. Please make your reservations early. ENERG ZE WEEKLY s Energize Weekly newsletter compiles and reports on the latest news and trends in the energy industry. Newsletter recipients also receive a different, complimentary conference presentation every week on a relevant industry topic. The presentations are selected from a massive library of more than 1,000 current presentations that has gathered during its 26 years organizing conferences. Sign me up for Energize Weekly. How did you hear about this event? (direct , colleague, speaker(s), etc.) Print Name Job Title Company What name do you prefer on your name badge? Address City State/Province Zip/Postal Code Country Telephone List any dietary or accessibility needs here CREDIT CARD Name on Card Account Number Billing Address Billing City Billing State Billing Zip Code/Postal Code exp. Date Security Code (last 3 digits on the back of Visa and MC or 4 digits on front of AmEx) OR Enclosed is a check for $ to cover registrations. All cancellations received on or before September 19, 2014 will be subject to a US $195 processing fee. Written cancellations received after this date will create a credit of the tuition (less processing fee) good toward any other event or publication. This credit will be good for six months. In case of event cancellation, s liability is limited to refund of the event registration fee only. For more information regarding administrative policies, such as complaints and refunds, please contact our offices at reserves the right to alter this program without prior notice. 8

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