20-22 February, 2017 | Rydges Sydney Central, Sydney, New South Wales, Australia

Conference Day One: Tuesday, 21 February 2017

Day 2

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9:00 AM Opening Remarks by IQPC Australia and the Chairperson

Darlene Winston , General Manager People and Partner, SNP Security Pty Ltd

 Darlene Winston
Darlene Winston
General Manager People and Partner
SNP Security Pty Ltd

9:10 AM INTERNATIONAL KEYNOTE PRESENTATION: Creating an Insights-to-Action Culture: Our Journey from Traditional to Cutting Edge Analytics

Gustavo Canton , Senior Director of Research and Social Media, Global People Analytics Walmart (US)

There are no shortcuts to building a successful analytics organisation; it is like building a muscle. With the right vision and leadership we are changing the current paradigm within a well-established discipline for the largest private employer in the world. 

Walmart’s 2.2 million global workforce takes talent management to an entirely new level. Making the right talent decision in over 11,000 retail units around 28 countries worldwide requires a special kind of talent with unique skills. Global People Analytics – a corporate HR function – is a growing team of industry experts with backgrounds in statistics, economics, engineering and more. From optimising scheduling or the associate experience, the team is responsible for guiding the evolution of Walmart’s complex workforce.

In this session, Gustavo will focus on how to build and manage a team of specialists and the infrastructure that needs to be in place in order to affect large scale changes, while also outlining how Walmart uses analytics and social media to improve the associate experience. 
  • How to get started on the right foot with a clear mission and vision 
  • How to hire/retain the right talent and what to look for 
  • How to make the case for the resources needed 
  • Examples of our journey from traditional to next generation
 Gustavo Canton
Gustavo Canton
Senior Director of Research and Social Media
Global People Analytics Walmart (US)

9:50 AM KEYNOTE PRESENTATION: Global Standardisation Administered by a Shared Services Team – What it Means for HR Analytics

Cherrie Porter , Asia Pacific Lead, Global HR Transformation Project, Johnson & Johnson

Global standardisation is the main focus for global conglomerate Johnson & Johnson (JnJ). Of the 130,000 globally, 25,000 employees are situated in the APAC region comprising of 14 countries. Efficiencies and best practice in terms of enterprise standards and workforce productivity are achieved through complete integration of data and global standardisation of JnJ’s APAC dashboard, tools and processes for data collection, measurement and reporting. 

To enable smooth administration of this interconnected global network, JnJ have in place an offshore shared serviced team (SSON) that manages and supports all functions including HR in the delivery of data analytics. The strategic combination of global standardisation and a centralised support team facilitates data governance and integrity, which in turn augments HR’s stance as a strategic business partner. In this session, Cherrie reflects on JnJ’s success with regards to: 
  • Global standardisation of dashboard, tools and processes to achieve more consistent employee experiences and efficiencies 
  • How standardisation administered by a multi-function shared services team has intrinsic connections to enabling and enhancing HR’s strategic role in analytics – the how and why SSON benefits HR! 
  • Challenges associated with deploying a brand new HRIS –How to effectively design, deploy and maintain the dashboard, tools and processes to achieve administrative and operational consistency 
  • How to evolve continuous improvement as you continue to deploy? 
  • The dilemma around what a function needs versus what the business needs –why and how to prioritise resources to ensure relevant and timely decisions are made
 Cherrie Porter
Cherrie Porter
Asia Pacific Lead, Global HR Transformation Project
Johnson & Johnson

10:30 AM Speed Networking

An effectively structured interactive session designed to help you expand your network through one-on-one focused conversations. Bring your business cards!
Coca-Cola Amatil employs more than 25,000 people (directly and indirectly) across Australia, NZ, PNG, Fiji and Indonesia. With a workforce of this size CCAs success in managing talent and headcount costs is achieved by building and maintaining HR to Business partnerships set on aligning and driving business value. Not only that, but use of data to create a collaborative team-orientated culture that focuses on and addresses employee and consumer needs allows CCAs work environment to keep up with the business changes and generate improved engagement and satisfaction, in a period of business transformation. Keith will discuss the transformation journey being undertaken at CCA: 
  • Leveraging technology to provide a seamless candidate to employee experience that drives optimum early productivity 
  • Maximising mobile technology to meet the demand for instant responsiveness to customer requirements 
  • Using technology to drive greater focus on efficiencies in the transactional space and enable HRBPs to concentrate on organisational issues 
  • How data can drive business decisions and improved employee outcomes 
  • How you can enhance the candidate, employee and customer experience and create brand loyalty
 Keith Wilkinson
Keith Wilkinson
Head of HR Transformation & Delivery
Coca-Cola Amatil

12:10 PM Getting the Basics Right – How it Impacts Your Success or Failure in Earning that Executive Seat

Grant Lepan Walker , Senior Manager Workforce Analytics, Monash University

Monash University takes its people seriously, investing a massive $1.3 billion annually on its people. With an investment of this magnitude, effective analysis of HR metrics can provide insight into whether that money is well spent. However, to engage in workforce planning more readily, HR must evolve to one that ‘truly’ understands the workforce that in turn establishes ‘trust’ in its potential to value-add. This session focuses on the establishment of trust between HR and leadership and its relevance to evolving HR’s role from one that is transactional to strategic: 
  • Getting the basics right and speaking business speak – the secret ingredient to establishing trust and confidence with leaders 
  • Why data integration is crucial to workforce insight – you cannot treat data sources in isolation 
  • Workforce Analytics - it's about more than just the HR data 
  • How to link HR metrics to business outcomes to build trust and capability 
  • Successful HRBPs – at its core, is the establishment of trust and confidence in each other’s capabilities
Grant Lepan Walker
Senior Manager Workforce Analytics
Monash University

12:50 PM Networking Lunch

1:50 PM CASE STUDY: Using HR Analytics to be Correlative and Predictive of Business Performance

Robert Brierley , Head of Human Resources, PACCAR Australia

PACCAR Australia through its Kenworth Trucks brand has been the leading designer and manufacturer of heavy duty trucks in Australia since 1971. The HR function has played a vital role in creating and aligning its culture to maintain its market leading performance in the most competitive marketplace in the world. This presentation will outline how HR metrics and analytics can be used to align, monitor and manage organisational performance and business performance through cause-and-effect analysis:

  • Describe a model for identifying the right HR metrics to measure
  • Outline how these metrics align with business performance
  • Provide case study examples of HR metrics and analytics which are correlative and predictive of business performance
  • Show how it can be applied to other organisations
 Robert Brierley
Robert Brierley
Head of Human Resources
PACCAR Australia

2:30 PM Predictive Analytics and the Role of Humans in a Big Data World

Jayshween Kumar , Senior Analyst of Human Resources Reporting & Analytics, Bendigo and Adelaide Bank Limited

Robert Brierley , Head of Human Resources, PACCAR Australia

Michael Gillett , Manager Workforce Analytics, Australia Post

Grant Lepan Walker , Senior Manager Workforce Analytics, Monash University

Predictive analytics is where everyone aspires to be. However, in order to achieve this goal, you require accurate, timely and quality ‘big data’. With technology comes the opportunity to acquire greater quantity and quality of data however data must be managed on a day-to-day basis to ensure cleanliness of data for strategic decision making purposes. Our reliance on business intelligence to perform data analysis also lets us reconsider ‘the role of humans’ and how humans can add value in the decision making process. 
 Jayshween Kumar
Jayshween Kumar
Senior Analyst of Human Resources Reporting & Analytics
Bendigo and Adelaide Bank Limited
 Robert Brierley
Robert Brierley
Head of Human Resources
PACCAR Australia
 Michael Gillett
Michael Gillett
Manager Workforce Analytics
Australia Post
Grant Lepan Walker
Senior Manager Workforce Analytics
Monash University

3:40 PM CASE STUDY: Optimising Talent and Nurturing the Partnership through Effective Workforce Planning

Colleen Cuthbert , Principal Manager, Human Resources Advisory Services, Transport for NSW

The presumption that HR lacks business acumen can stem its potential to work hand-in-hand with leadership. Transport NSW has overcome this challenge by applying its Four Tier model embedded across all functions, including HR. By applying a consistent process, Transport NSW successfully measures its workforce of 26,000, receiving an impressive 88% very satisfied and 12% satisfied rating for their services. They take extra care in their HR-2- Business partnerships, placing trust and transparency at the centre, thus driving greater communication and collaboration. In this session, Colleen will discuss: 
  • The Four Tier model – the main learnings and its impact on business partnering success and governance of data integrity 
  • The “why” factor – investigating meaning behind data and cause-and-effect across data sources 
  • Capable people in HR who understand the ‘bigger picture’ can better inform business strategy 
  • Choosing practical and realistic benchmarks for comparing and measuring your workforce 
  • Taking your partnership one step further – becoming more proactive than reactive
 Colleen Cuthbert
Colleen Cuthbert
Principal Manager, Human Resources Advisory Services
Transport for NSW

4:20 PM CHAMPAGNE ROUNDTABLE: What’s Next for HR Metrics and Analytics?

Keith Wilkinson , Head of HR Transformation & Delivery, Coca-Cola Amatil

Jayshween Kumar , Senior Analyst of Human Resources Reporting & Analytics, Bendigo and Adelaide Bank Limited

Rosalind Tregurtha , HR Director, Fairfax Media

Nicky Brown , HR Director, Fairfax Media

Choose a topic that you wish to discuss, and exchange your experiences among your peers over a glass of bubbly. This is also your chance to network with influential experts! 

Roundtable A: Remodeling Talent Acquisition to better adapt and respond to the future 

Roundtable B: Co-design in dashboard modeling to engage HR at a more strategic level 

Roundtable C: The ingredients to becoming a key HRBP, and how we can close the skills gap 

Roundtable D: Engagement versus Culture Debate – finding the right balance and approach
 Keith Wilkinson
Keith Wilkinson
Head of HR Transformation & Delivery
Coca-Cola Amatil
 Jayshween Kumar
Jayshween Kumar
Senior Analyst of Human Resources Reporting & Analytics
Bendigo and Adelaide Bank Limited
 Rosalind Tregurtha
Rosalind Tregurtha
HR Director
Fairfax Media
 Nicky Brown
Nicky Brown
HR Director
Fairfax Media

5:00 PM INTERNATIONAL KEYNOTE PRESENTATION: HR as the Drivers of the Employee Experience

Aki Ben-Ezra , Senior Director HR Strategy & Diversity, Adidas Group (Germany)

Stefan Hierl , Senior Manager People Analytics, Adidas Group (Germany)

Ever since the launch of its corporate strategy “Creating the New in March 2015, the Adidas Group puts its brand and consumers at the centre of its attention. For the first time, it also launched a People Strategy which defines the employee experience as well as the culture, talent and leadership measures, diversity and work environment that is needed to ensure the successful implementation of the strategy. Adidas’ HR function has been revolutionised into a centralized, leading to the creation of the global HR strategy department that is aligned to the overarching business objective to deliver a compelling experience to its employees. In this session, Aki and her Senior People Analytics Manager Stefan Hierl will discuss Adidas’ employee experience approach and how they went about developing it: 
  • Aligning HR and KPI framework to business vision – putting the people experience at the heart of how Adidas chooses and uses People KPIS 
  • What we can learn from Marketing – How adidas HR borrowed from Marketing’s Net Promoter Score (NPS) approach to knowing its consumers better: the employees. 
  • Moving from employee engagement to employee NPS (eNPS)
  • How to measure the success of your strategy and HR’s value creation - the four pillars of Adidas’ people approach and how they translate into meaningful KPIs
 Aki Ben-Ezra
Aki Ben-Ezra
Senior Director HR Strategy & Diversity
Adidas Group (Germany)
 Stefan Hierl
Stefan Hierl
Senior Manager People Analytics
Adidas Group (Germany)