Workforce Planning conferenceStrategic Guidance, Workforce Intelligence, and Integrating with Business

June 6-8, 2012 // W Hotel Chicago City Center // Chicago, Illinois

2nd Annual

TMA’s 2012 Workforce Planning Conference will concentrate on Transforming the Business through implementing a more strategic Workforce Planning process. Rather than focus presentations on the different components of WFP individually as silo topics, examples being partnering with the business, role segmentation, scenario planning, we will offer up case study after case study that tell of different approaches where SWP has impacted the business successfully as it is changing, highlighting the differing emphasis within each. Panel discussions are offered concurrently to allow for “deeper dive” interaction on topics.

Last year we had an ‘idea shootout’ of differing frameworks to WFP, providing case studies for those concerned with supply frameworks, others grappling with aligning with business demand, and those doing detailed planning for strategic differentiation.

This year the ‘shootout’ will be on the variety of ways the business can be impacted directly through applying workforce planning. The focal point is what executives tasked with workforce planning, talent strategy and human capital planning have learned and are applying to integrate better with the businesses for measureable results. Embedding Strategic Workforce Planning in the business is a journey of trial and error. There is no cookie cutter formula.

We will concentrate on case studies that show best practices in the cross functional integration of strategic workforce planning. We will be contrasting experiences of executive teams driving workforce planning, illuminating key success factors in the implementation, and pointing to challenges required to mature the process. Each case study will focus on how each organization built their SWP process; gathered data, aligned SWP with the business strategy, and how they engaged across functions.

The 2012 Workforce Planning Conference will address the practitioner and the organizational issues where workforce planning (as a process facilitated by HR) impacts your bottom line and your business. Discover the innovative ways practitioners are engaged with the strategic business leaders planning for some of the most critical, specialized capabilities in their organizations. Learn from the best, discover leading approaches in strategic workforce planning and change management in practice. Learn how to effectively lead and mature your strategic workforce planning process and make it stand out for its robustness and results.

Workforce Planning conferenceStrategic Guidance, Workforce Intelligence, and Integrating with Business

June 6-8, 2012 // W Hotel Chicago City Center // Chicago, Illinois

2nd Annual

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The TMA DifferenceTMA strictly enforces an attendance policy to guarantee the best possible experience for our speakers and attendees. TMA maintains a 70/30 split between practitioners from end user companies and vendors that provide talent management and recruitment solutions. www.the-tma.org

Talent Management

MArk GOLDBerGmark.goldberg@the-tma.org888-339-9599 x 510

P.S. - Please join us for the workshops and remember to meet each of the Advisory Board members!

Workforce Planning advisory Board & SpeakersBriAn keLLy*Partner, Mercer;Formerly, President, N.A. Inform

LinDA ShArkey Global Managing Director and Partner, Achieveblue and Founding Member, Marshall Goldsmith Group; formerly, Chief Talent Officer and VP, People, HP; Author, Optimizing Talent

PATriciA MiLLiGAnPresident, Human Capital,Mercer

rOBerT BenneTT Vice President, HR and CLO, Global Organizational Learning Development & Services, FedEx Express

ThOrSTen DieTz*Senior Vice President, Head of Capacity Developmentand Management Allianz SE, Munich, Germany

SABrinA MArTinez*Senior Global Workforce Planning AdvisorConocoPhillips

DAve SuTherLAnDDirector of Workforce InsightCH2M Hill

MAyAnk JAin*Vice President, Workforce Planning and StrategyAmeriprise

nichOLAS GArBiSStrategic Workforce Planning LeaderGE Energy

MeGhAn MOriArTyDirector, Global Talent and Leadership InstituteMcDonald’s Corporation

nATALie TArnOPOLSkySenior Vice President, HR Insights, Analytics, and Metrics Manager, Community Banking HRWells Fargo

AnGeLA SheffieLDHead of Strategic Workforce PlanningApplied Materials

SAnDrA PASquiniDirector, Talent Strategyand Talent AcquisitionRogers

LAcey ALL*Director, Strategic Talent InitiativesStarbucks

Penny J. MeierVice President, Human Capital Strategies & ManagementAmeriprise Financial

STAcy chAPMAn*Strategic Workforce Planning Coach;Formerly, Founder, Aruspex

LuciA erwin*SWP Coach/Consultant, PrincipalTalent Planning Solutions

BOB MOTiOn*Director, Enterprise Workforce Planning, Corporate Human ResourcesRaytheon Company

ShurAwL SiBBLieSSenior Managing Director, Head of Strategic Workforce Management, TIAA -CREF

DiAnnA L. PeTerSOn*Senior Director, Strategic Workforce Planning The Boeing Company

MAry yOunGPrincipal Researcher, Human CapitalThe Conference Board

BreTT wincheLL HR Director, Workforce Measurement Allstate Insurance Company

AMiT B. MOhinDrA*Vice President ofWorkforce IntelligenceMcKesson Corporation

LyneLL JAMeSSenior Managing Director, Head of Relationship ManagementTIAA-CREFF

MichAeL MAnninGHuman Capital Analytics, Workforce Planning & Engagement ManagerSouthern California Edison

quinn ThOMPSOnDirector, Global Talent AcquisitionInternational Paper

kAThy DOAnVice President, Community Banking HR,Insights & Metrics, Wells Fargo Bank

TOM LOPez*Managing Director, HR Operations SupportFedEx Express

MOLLy A. PeTerSDirector, HR Strategy & AnalyticsOGE Energy

DAnieL w. rASMuSStrategist and Industry Analyst, Author, Listening to the Future & Management by Design Liberal Arts Fellow Bellevue College

JOn ThurSTOnGlobal Human Capital Planning Manager, 3M Company

JeAn heLLerSenior OD Consultant, NetApp

JiM O’MALLey*Partner, talentRise;Formerly, SVP, Workforce Planning and Executive Talent AcquisitionFifth Third Bank

Jeff hiGGinS*CEO, Human Capital Management Institute

PeTer LOuch*CEO, Vemo

AL ADAMSen*CEO, People-Centered Strategies

kevin ruTherfOrDChief Talent Officer, Talent Leap

* advisory board

Pre conference Workshops June 6, 2012MOrninG wOrkShOP B

BEGINNERS TO STRATEGIC WORKFORCE PLANNING

9:00 AM - 12:00 PMThe fundamentals of Strategic Workforce Planning – a Workshop Version of the TMa - SWP & implementation course

The Fundamentals of Strategic Workforce Planning – A Workshop Version of the TMA - SWP & Implementation Course » Workforce Planning vs. Strategic WFP » 3 Pillars Required for Business Strategy Execution » Who Owns the Workforce Planning Process? » Engaging business leaders in SWP » Conducting a Scan & People SWOT Analysis » Role vs. Value based workforce segmentation » Analyzing data to define the current state » Qualitative and Quantitative Forecasting Techniques » Diagnosing talent and strategic capability gaps » Developing Talent Action Plans to close the gaps » Sample WFP Dashboard » Summary of TMA Strategic WFP Model

Kevin Rutherford, Chief Talent Officer, TalentLeap

AfTernOOn wOrkShOP cBEGINNERS TO

STRATEGIC WORKFORCE PLANNING1:00 PM – 4:00 PMSuccessfully launching enterprise Workforce Planning - The Year one experienceWhile many organizations are still debating how and where they should actually begin their implementation of workforce planning, some organizations use strong project management skills and stakeholder management to successfully launch large-scale enterprise workforce planning in a matter of months. Southern California Edison has just done that, for an employee and contingent workforce of over 25,000.

» In this interactive Workshop, the participants will learn valuable lessons of how to successfully launch enterprise-wide strategic workforce planning.

» Building the business case for why your organization needs enterprise workforce planning - and executing upon it » Setting appropriate Year 1, Year 2 and Year 3 Workforce Planning Objectives » Borrowing tools from Six Sigma and Business Process Management for Defining Outputs and Customers of the

Process » Identifying and solving the top roadblocks for launching workforce planning » Engaging the business, HR and Finance in the process » Driving improved talent acquisition and management through workforce planning outputs » Driving better real estate and computing resource management through WFP output » Using workforce planning to drive more effective corporate budgeting » Measuring first year results and planning/improving the enterprise workforce planning program

Co-Presenters: Michael Manning, Human Capital Analytics, Workforce Planning & Engagement Manager, Southern California Edison Peter Louch, CEO, Vemo

The Workforce Planning Conference has been approved for the following HRCI credits:

» The Fundamentals of Strategic Workforce Planning - 3 credits » Using Scenarios In Strategic Workforce Planning – A Skill Building Workshop - 3 credits » “DEEP DIVE” Workshop - 7 credits » 2 Day Conference - 11.25 credits

The use of this seal is not an endorsement by the HR Certification Institute of the quality of the program. It means that this program has met the HR Certification Institute’s criteria to be pre-approved for recertification credit.

hrci APPrOvAL

ALL DAy wOrkShOP ACAPABILITY AND SKILL

BUILDING FOR HR PRACTITIONERS9:00 AM – 4:00 PMlearn to use Scenarios in Strategic Workforce Planning – a Practical Workshop leading to action Plans for the future

From “thinking about the future in more robust ways‟ to “actionable plans and roadmaps‟ to bring back to the team.

The future is uncertain, yet many organizations plan without explicitly naming the uncertainties facing their industry, let alone using those uncertainties to drive conversations about risks, opportunities or competitive response.

This workshop will immerse attendees in the practice of scenario planning, which offers a way to navigate through uncertainty and economic turbulence more effectively. This session will help attendees learn how to develop multiple futures that challenge assumptions and offer new insights about the future. It will enhance their mental agility and strengthen their planning skills.

In the second half of the workshop, the attendees will work with their globally aware, world-class colleagues to develop action plans, derived from the workshop scenarios, that they can take back to their organizations to enhance their own planning efforts.

» An introduction to scenario planning and how it integrated with strategy » The role of scenarios in workforce planning » Exploring “What you are uncertain about.” » Learning how uncertainty can be a tool » Defining the employee of 2022 » Introduction to the scenarios » Scenario implications for workforce planning » Action planning: defining how to thrive or survive in a given future, innovative ideas and what to avoid if this future

happens » Closing comments: Advice on how to apply future-contingent actions into current plans

At the end of the session the facilitator, Daniel W. Rasmus, will gather up the output from the session and create a report that will be available on his blog within a week of the conference.

Daniel Rasmus, Strategist and Industry Analyst; Formerly, Director, Business Insights, Microsoft. Author, Listening to the Future & Management by Design; See Dan’s blog at fastcompany.com

Main conference Day one June 7, 20128:15-8:30 chairperson’s opening remarks

Brian Kelly, Partner, Mercer, Formerly, President, Inform, N.A.8:30-9:30 Workforce Planning Seen aS a STraTegic iMPeraTiVe - froM THe c-SUiTe: Why the

Senior Business leadership Makes the case for its Paramount importance

The Case for SWP from senior business leadership who passionately see the value and importance of driving WFP through the enterprise as the strategic business imperative for today. Is having an optimized workforce for current strategy, yet agile to execute a changing strategy, a competitive differentiator?

The road forward is an unknown and shocks to the global economy impact regions and businesses in very different ways; how can SWP contribute best, and what is effective strategic workforce planning under these conditions?

Linda Sharkey,Global Managing Director and Partner, Achieveblue and Founding Member, Marshall Goldsmith Group; formerly, Chief Talent Officer and VP, People, HP; Author, Optimizing Talent

Robert Bennett, Vice President, HR and CLO, Global Organizational Learning Development & Services, FedEx Express

9:30 – 9:45 Networking Refreshment Break

MOrninG TrAckS - PrOviDinG GuiDAnce wiTh STrATeGic execuTiOn

DiScUSSion Track led by Practitioners organiZaTional BUSineSS iMPacT

9:45 – 10:30 Panel DiScUSSionSegmenting your Workforce and identifying critical & Pivotal roles Identifying critical positions and roles is a fundamental foundation in moving from head count and forecasting to a Strategic Workforce Planning process.

In greater depth, companies are analyzing strategic capabilities, strategic positions, and strategic talent linking to performance. They are assessing pivotal positions.

Question expert WFP practitioners who have done this successfully in their organizations.

Moderated by: Kevin Rutherford, Chief Talent Officer, Talent Leap

Panelists:Sandra Pasquini, Director, Talent Strategy & Acquisition, Rogers Lacey All, Director, Strategic Talent Initiatives, StarbucksJim O’ Malley, Partner, TalentRISE; Formerly SVP, Workforce Planning & Executive Talent Acquisition Fifth Third Bank

raYTHeon caSe STUDYnext generation “Holistic” Segmentation: Analyzing and segmenting the ‘entire’ workforce, defining critical positions and roles enterprise -wide, and aligning with changing capabilities as discussed with the Businesses. On his four year journey introducing a Strategic Workforce Planning process at Raytheon, segmentation of critical roles was undertaken many times. As their process has matured to an enterprise level, the depth into which the workforce is being analyzed is changing. This case study looks at the next practice in workforce segmentation.

Robert Motion, Director, Enterprise Workforce Planning, Corporate, Raytheon

10:30 – 11:15 Panel DiScUSSion The Strategic Conversation Hear fresh, from the field, insights from practitioners who havemade this competency the lynchpin of their SWP process with the businessEngaging in effective strategic conversations of workforce and business strategy with Business Leaders.

Moderator:Mary Young, Principal Researcher, Human Capital, The Conference Board

Panelists:Nicholas Garbis, Leader, SWP, GE EnergyMolly Peters, Director, HR Strategy & Analytics, OGE Energy

Tiaa – cref caSe STUDY Strategic Partnering from the inception of their SWP JourneyPartnering First: How would you start out your SWP process if you have Senior Executive Support and you are led by Strategic HR leadership? There is no formula. Benchmark this journey to engaging functional leaders in corporate planning with the SWP process and engaging in strategic conversations of workforce and business strategy - from the launch.

Shurawl Sibblies, Senior Vice President, Strategic Workforce Management, TIAA -CREF

11:15 – 12:00 Panel DiScUSSion: Will Hr Strategy and Workforce Planning come together where SWP provides strategic input? In this session, executive panelists will share how their organizations are leading in this and what they’re doing to prepare for aligning both.

Can HR shift into a strategic role that is more anticipatory and future-focused, benefiting from analytical and forecasting capabilities, and provide input to predict the impact of future workforce decisions on business strategies?

Moderator:Lucia Erwin, Coach/Consultant, SWP; Formerly, Senior Director, SWP, HPPanelists:Quinn Thompson, Director, Global Talent Acquisition, International PaperBrett Winchell, HR Director, Workforce Measurement, Allstate Insurance CompanyJean Heller, Senior OD Consultant, NetApp

THe Boeing coMPanY caSe STUDY embracing Strategic focus in Workforce Planning efforts – an in Depth look into an established and systematic workforce planning process used at The Boeing companyStrategic Workforce Planning (SWP) is about ensuring the right mix of skills and talent to execute on current and future business strategies. This session is designed to provide an in-depth look into an established and systematic workforce planning process used at The Boeing Company. Attendees will gain insights into how workforce planning drives business objectives and long range people planning, deploying SWP strategies within a global supply chain and how to demonstrate the value SWP delivers to an organization.

Boeing is a leading example of a mature strategic workforce planning process from corporate and integrated through the businesses. The presentation will include recent focus on enhancing this capability throughout the HR function across the enterprise.

Dianna Peterson, Senior Director, Strategic Workforce Planning, Corporate, Boeing

12:00 - 1:00 NETWORKING LUNCH with TOPIC PANELS

Main conference Day one, continued

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1:00 – 1:50 Panel DiScUSSion: implementing Workforce Planning through cross functional collaboration and cross functional Partnership

Linking WFP across the company with other functional leaders from HR to IT to Business is a best practice. There are difficulties that come up that can hinder your progress. How do you get past the obstacles to make these connections and relationships add value at all levels?

Panelists: Brian Kelly, Partner, Mercer; Former President, Inform N.A.Penny Meier, Vice President, Human Capital Strategies & Management, AmeripriseMary Young, Principal Researcher, Human Capital, The Conference Board Thorsten Dietz, SVP, Head of Capacity Development & Management, Allianz SE, Munich, Germany

AfTernOOn TrAckS - uSinG wOrkfOrce AnALyTicS/inTeLLiGence wiTh BuSineSS

Main conference Day one, continued

DiScUSSion Track led by Practitioners organiZaTional BUSineSS iMPacT

1:50 – 2:40 Panel DiScUSSion Developing Hr BP competencies for collaborating with Business leaders How do you go about building collaboration skills for business? Which are most important to develop in our WFP teams and HR Business Partners? How to improve business acumen and comfort with numbers to talk language of business?

Hear from practitioners what they have learned from engaging with Business Leaders, and training HR Business Partners.

Moderated by:Kevin Rutherford, Chief Talent Officer, Talent Leap

Panelists:Sabrina Martinez, Senior Global WFP Advisor, Conoco Tina Krieger, Senior Workforce Planning Strategist, The Boeing CompanyKathy Doan, Vice President, HR Metrics & Analytics, Wells Fargo Lynell James, Senior Managing Director, Head of Relationship Management, TIAA-CREF

cH2M Hill caSe STUDY on impacting the Business with Predictive insight CH2M HILL, a Fortune 500 company and global leader in the engineering and construction industry, has established aggressive growth objectives accompanied by significant workforce-related risks to their strategy. An aging workforce, a shrinking talent market for needed critical skills, globalization, and retention challenges in key segments of the workforce have contributed to the firm’s leadership realizing that a more integrated and insightful strategic workforce planning approach linking workforce demand to business plan scenarios was needed.

Learn how they successfully built strong partnerships with key internal stakeholders such as Finance, IT, & Operations Leaders, and applied leading-edge simulation & optimization techniques to:

Forecast significantly more accurate workforce demand by employee role for scenarios driven by strategic business plan objectives

Design solutions to improve voluntary attrition through the identification of the key factors that explain differences in retention behavior for different types of employees at individual job levels and critical skills, and for different demographics, such as age, gender, ethnicity, tenure, region, etc.

Establish workforce composition goals, while minimizing the additional costs required to achieve them

Enhance the understanding of workforce behavior in order to anticipate the impacts and risks to significant program investments

Dave Sutherland, Director, Workforce Insights, CH2M2:40 – 3:00 Networking Refreshment Break

neTwOrkinG OPPOrTuniTieSnetwork with Speaker faculty and event Participants including: C-Suite Executives, CHRO, VP HR, SVP HR, COO, CFO, Director, Deputy Directors, Managers and Team Leaders with responsibilities in: Human Resources, Change Management, Strategic Workforce Planning, Diversity/Recruitment, Talent Management, Talent Acquisition & Recruitment, Engagement & Retention, Leadership Development, Corporate Culture, Human Capital Strategy, Organizational Development, Learning & Development.

3:00 – 3:50 Panel DiScUSSion Metrics, analytics, insights, actions: How can metrics and data reporting transition into enhanced internal capability for data analytics supporting SWP.

A Panel of Human Capital Analytics Practitioners share leading Workforce Analytics Practices to inspire leaders to take action.

Moderated by: Al Adamsen, CEO, People Centered Strategies

Led by: Amit Mohindra, VP, Workforce Intelligence, McKesson

Angela Sheffield, Head of Strategic Workforce Planning, Applied Materials

Mayank Jain, Vice President, Workforce Planning and Strategy, Ameriprise

allianZ caSe STUDY:Journey to Design and implement SWfP with the ceo and coo as sponsors

Thorsten, not from HR but from sales, describes his personal journey as he was charged with designing and launching SWFP quickly from the C-level. He accomplished their first SWFP implementation at their largest subsidiary in five months. Achieved great acceptance in HR, Operations, and Finance as model was close to the business. In this broad view, takeaway practical insights from the approaches he settled upon, the results he achieved, and lessons that he learned along the way. He will share examples of how he has applied traditional SWP approaches in new ways to directly address business needs.

Thorsten Dietz, SVP, Head of Capacity Development & Management, Allianz SE, Munich, Germany

Main conference Day one, continued

3:50 – 4:40 iDea SHooToUT “a Shared View of the future” How much Quantitative? How much Qualitative? Answering the question, what will be the workforce capabilities and skills needed down the road, we need a ‘shared view of the future’. How much should this be qualitative, how much quantitative?

A discussion with practitioners regarding importance of a qualitative and quantitative approach.

Moderated by:Peter Louch, CEO, Vemo

Stacy Chapman, Strategic Workforce Planning Coach; Formerly, Founder, Aruspex

Daniel Rasmus, Strategist and Industry Analyst; Formerly, Director, Business Insights, Microsoft Author, Listening to the Future & Management by Design Bob Motion, Director, Enterprise Workforce Planning, Corporate Human Resources, Raytheon

“HoW To” analYTicS caSe STUDY How to Understand Turnover in Your organization: What’s Turnover like at Your company? Sounds like a straight-forward questions, but understanding the who, what, when, how and most importantly – the why – and – what can we do to improve it – can prove tough to pin down. This presentation will provide a step-by-step guide on how to approach and tackle these key questions.

» Is the level of turnover that we have OK? » What should my turnover be? » Are those who are leaving our strong or

weak performers? » What is turnover costing me? » Why are team members leaving? » Is there anything we can do about team

members leaving? » What specific actions should we take in

order to retain our best team members? » How does this differ by group? » How do we assess our whether or not

we’ve been successful?

Natalie Tarnopolsky, SVP, HR Insights & Metrics, Community Banking, Wells Fargo

Diana Valle, Application Systems Engineer, HR Insights & Metrics, Wells Fargo Community Banking

4:40 – 5:30 keynote: optimizing Talent Mobility for Workforce Planning

Key Learnings from the World Economic Forum and Mercer Project on Global Talent MobilityIncreasingly, mobility of talent is a hallmark of the modern, globalizing economy and a core dimension of workforce planning processes and the broader employment value proposition of many global companies. The World Economic Forum (WEF) and Mercer have been working to create a community of interest – comprising representatives of business, government, academia, and non-governmental institutions – to share first-hand experience and knowledge of specific “good practices” related to talent mobility and management.

This session will present some of the core learnings from the WEF-Mercer project that is most pertinent to decision making around talent management and workforce planning in business organizations. Drawing on specific case examples from the WEF – Mercer catalogue developed in this study , we will speak to the elements of talent mobility that are most relevant to workforce planning processes including how organizations can leverage opportunities for mobility to help secure, motivate, retain, and plan for the optimal workforce of the future.

Patricia Milligan, President, Human Capital Business, Mercer

Main conference Day Two June 8, 20128:15-8:30 Chairperson’s Opening Remarks8:30-9:15 Panel DiScUSSion: integrating Workforce Planning into corporate Planning & Business

Planning cycleHow this is being approached in several Fortune 500 organizations contrasting differing workforcecompositions, SWP maturity levels, and Business Strategies.

Moderator: Linda Sharkey,Global Managing Director and Partner, Achieveblue and Founding Member, Marshall Goldsmith Group; formerly, Chief Talent Officer and VP, People, HP; Author, Optimizing Talent

Panelists:Michael Manning, Human Capital Analytics, Workforce Planning & Engagement Manager, Southern California Edison Jon Thurston, Global Human Capital Planning Manager, 3MLucia Erwin, Principal, Talent Planning Solutions; Formerly, Senior Director, SWP, HP

9:15 – 10:00 MckeSSon caSe STUDY: Their enterprise Wide Workforce Planning initiative and learnings from the relay Health Business Unit Pilot

Amit Mohindra, VP, Workforce Intelligence, McKesson10:00-10:30 Networking Refreshment Break10:30-11:15 aPPlieD MaTerialS caSe STUDY on Taking SWP to cHina

Like many companies, Applied Materials needs to succeed in challenging talent markets such as China and Taiwan. There are many challenges in these markets, especially when competing for the best engineering and management talent. Business leaders need to understand exactly what opportunities and constraints are at play in these markets to make the best possible talent decisions. In this session Angela Sheffield will share the journey and obstacles she’s faced as well as techniques for getting business leaders to partner with HR for successful talent strategies in these markets.

Angela Sheffield, Head of Strategic Workforce Planning, Applied Materials11:15 – 12:00 Panel DiScUSSion: applying Workforce Planning globally into Bric countries – challenges,

obstacles, and constraints on Business StrategiesApplying SWP into the BRIC countries, the challenges, obstacles, and how workforce insights have provided constraints on business strategies.

Moderator: Stacy Chapman, Strategic Workforce Planning Coach; Formerly, Founder, Aruspex

Panelists:Meghan Moriarty, Director, Global Talent Management, McDonalds CorporationQuinn Thompson, Director, Global Talent Acquisition, International PaperMary Young, Principal Researcher, The Conference Board

12:00-1:15 Networking Lunch1:15 – 2:00 gloBal caSe STUDieS: Taking Workforce Planning global: linkages and strategies developed

to launch a strategic workforce planning process to its global businesses.

SPOnSOrShiP OPPOrTuniTieSEvery solution provider has different goals. With TMA, sponsors can have a package that best fits their budget and aligns with their goals. To discuss custom packages, please contact Audrey Neidlinger at 888-339-9599 x505 or email aneidlinger@the-tma.org. There is also the alternative to choose from a pre-packaged sponsorship menu.

2:00-2:45 allSTaTe inSUrance coMPanY caSe STUDY on SWP identifying Workforce risks and Beginning a conversation with c-level enterprise risk Management (erM)In this session, the SWP lead will tell the story behind how they have begun conversations with CRO’s and Business Leaders on identifying and mediating risks that stem from workforce related issues - the feedback, the questions, roadblocks and potential hurdles in front of them as well as lessons learned along the way.Risk mitigation is closely related to and a direct benefit of Strategic Workforce Planning. Integrating both SWP and ERM, with both business processes informing the other, is an important new approach companies can use to further integrate Workforce Planning into organizational planning processes.

» Creating a partnership with enterprise risk functions includes finding common cause, defining roles and integrating SWP and ERM operating frameworks

» Understand key stakeholder priorities to help ensure human capital risks appropriately inform assessment of enterprise operational or financial risks

» Defining the range of risk appetites and tolerances is critical to the development of human capital risk measures and analytics

» Sustain the human capital risk management program through integration with existing risk and business processes

Brett Winchell, HR Director, Workforce Measurement, Allstate Insurance Company2:45 -3:30 Discussion led by Workforce Planning luminaries and advisory Board Members

The sharing of insights and learning from the full two days of the conference.

» How can HR facilitating a Strategic Workforce Planning Process with the business be more valuable to the business and more effective with the business?

» Hear from workforce planning ‘luminaries’ – what are the essentials needed to mature the ‘practice’ of Strategic Workforce Planning.

Panelists:TMA WFP Advisory Board Members and WFP Luminaries

3:30 – 3:45 CLOSING REMARKS

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Conference + Full Day Workshop A $1695 $1995 $2295 $2845Conference + Both Half Day Workshops (B & C) $1695 $1995 $2295 $2845

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