About the Speaker:
Dr. Marielle Sonnenberg, PhD.
Marielle Sonnenberg combines business and academic experience in HR, Talent Management and analytics. She has knowledge and experience as an expert, manager, consultant, lecturer and researcher.
Marielle has a strong involvement with academia as the Global Talent Management Effectiveness study Lead at Tilburg University in the Netherlands.

Marielle currently works as Global Director HR Strategy & Analytics at Wolters Kluwer where she is responsible for the design of HR Strategy, reporting and analytics in the organisation, building up the capability, processes and structure. Working in both business and academic arenas inspires her to synergise best-in-class analytical approaches with practical business challenges for maximum impact.

Presentation focus:
· Working with other functions to show how HR data and People Analytics can be used to positively impact their own KPIs

Overview:
This session will focus on how to structure your HR analytics capability in such a way that other functions and the business are positively impacted. Marielle will showcase the HR analytics journey within Wolters Kluwer, the design decisions taken, and the way they work together with other functions and business areas in building their capability.

Key take-aways:
1. How to structure HR Analytics capabilities
2. How to lead HR Analytics roll-out program
3. How to positively impact other functions in the company with HR Analytics

Presentation focus:
· Creating a firm starting point, a vision and a shared language for cultural change
· Measuring cultural alignment gap in mergers & acquisition
· Data-based identification of change-enabling champions across the organization
· Accelerating cultural change via cultural fit analysis in recruitment

Overview:
HR analytics are more and more often used in performance management, compensation, recruitment, talent management or development. However this can also be exceptionally useful in such more “vague” areas as cultural change, which executives usually agree to be critical for success, but they frequently struggle to articulate and implement tangibly. It is especially important in case of mergers or acquisitions, when cultural differences often hinder the realization of the deal value.

Erste Bank Hungary has recently gone through a major acquisition, when cultural alignment was consciously put in focus from the beginning. Instead of starting the alignment based on (true or false) perceptions, we analyzed the as-is cultures of the to-be merged organizations and defined the cultural vision in the same framework. We used network analysis techniques to select change champions to represent and accelerate the change. In the implementation - among other initiatives - we are also going to use a cultural fit analysis in recruitment to facilitate the change. The presentation will briefly describe the process and its key learnings.

Key take-aways:
1. Fact-based (as opposed to perception-based) cultural change
2. Using analytics to find your best allies in change-management
3. Enhancing recruitment tollkit with cultural-fit assessment

Speaker: Laszlo Bek-Balla · HR Director · Erste Bank Hungary

Presentation focus:
∙ The People Analyst’s work can be supported by machines
∙ New start-up companies emerge from many business questions that can be solved with people data
∙ Some example - from the HR Tech ecosystem in Tel Aviv
∙ Soon enough People Analytics may be done without involvement of real human analysts
∙ The implication on the People Analyst role: More components of procurement
∙ Analysts will contribute not only to a data-driven organization, but also to data ethics and safety

Overview:
In an increasingly competitive space for top talent, a new profession has emerged: The People Analyst. This analyst is in charge of combining all the data a company has on its people to tackle business challenges. How much of the People Analyst’s work can be supported by machines? Many HR-tech companies understand the importance of data in knowing how to manage and engage people effectively. Some platforms consolidate real-time data of a company into one system and give decision-makers valuable insights into their employees from this data. It is interesting and important to discuss the possibility that soon enough People Analytics will be done without the involvement of real human analysts. The implications of that possibility are varied from managerial to ethical. In Tel Aviv there are couple of dozens HR-tech startups which create an ecosystem that someday may replace things we actually do in the field of People Analytics. The presentation will review some examples and explore how innovative technologies can, and perhaps will, redesign People Analytics. Eventually, the People Analyst role will include more components of procurement. Analysts will make less programming on their own and be expert in HR tech and analytics solution. They will learn, in sake of regulations and ethics, to ask vendors hard questions and be more critique about model accuracy and data privacy, and therefore, they’ll contribute not only to a culture of data-driven organization, but also to safety work environment in regards to employee data.

Key take-aways:
1. People Analytics change: more automation and machine support
2. Implication 1: components of procurement
3. Implication 2: responsibility to data ethics and safety

Speaker: Littal Shemer Haim · People Analytics & Data Science Expert · Technion - Israel Institute of Technology

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 Hungarian food to best international cuisine.

Location: Main hotel restaurant

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:
∙ 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:
· 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

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

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

Presentation focus:
∙ Main steps to follow to start an HR Analytics Area
∙ HR Analytics value proposition - HR Analytics Process Design and Internal Service Agreements
∙ HR analytics maturity model (Operational to Predictive). Understand differences among HR Operational Reporting, HR Analytics and HR System Support
∙ Skills, competencies and capabilities required for team members

Overview:
6 years ago I started the journey to establish an HR Analytics team responsible on delivering Operational Reporting and Advanced HR Analytics. It has been an interesting and challenging journey since the concept of HR Analytics was new and had a different meaning across HR and the business. In this journey I had to design processes, establish service agreements with multiple stakeholders (including HR Strategic Partners, HR Centers of Excellence and Business Analytics Groups), and outline the main capabilities and competencies required for this team.

Many organizations want to start or are in the process of implementing an HR Analytics group. With this presentation I want to share my experience in establishing an HR Analytics team, main challenges, roadblocks and key tips for a successful implementation. In the last years we were able to move to a more mature analytics model and provide fact-based information for decision making.

Key take-aways:
1. What to expect when starting an HR Analytics area (challenges, opportunities)
2. Main steps to follow to start an HR Analytics Team - what skills to look in team members, processes, service level agreements
3. HR Analytics opportunity - how 'to sell' the value of a well-established HR Analytics team

Speaker: Juan Carlos Cabanillas Leon · Team Lead HR Effectiveness, Reporting and Analytics · Suncor Energy

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 Hungarian food to best international cuisine.

Location: Main hotel restaurant

Presentation focus:
Presentation will focus on key aspects learned during building, scaling and managing Business Intelligence team in Amazon EU Operation Recruiting word. You will hear about:
∙ How to build efficient BI team in dynamic and fast growing recruiting organization
∙ How to scale BI team and manage things like priorities, team development and technology implementation
∙ Key factors of success and focus on customer
∙ Future directions we see in the Recruiting BI/Analytics word

Overview:
Presentation will focus on key aspects learned during building, scaling and managing Business Intelligence team in Amazon EU Operation Recruiting word. Presentation will follow my team history from the time we got mission to build data driven recruiting org till now where we look on future of Business Intelligence/Analytics in recruiting word. This presentation will be split in 3 parts: 1) Building Organization 2) Scaling Org 3) Future.

In the first part you will hear about key learning from the time we have been building team such as roles definition, setting mission and strategic priorities. This part will focus mostly on key learning and explanation why we have chosen certain approaches. It will also address questions like: “Do I need data engineer or business analyst?”, or “What should be my first step when building data driven organization?”

In second part presentation will focus on the aspect of scaling BI/Analytics organization. It will touch critical aspect of topic such us prioritization, team's skills demands and planning. In this part I will also focus on our key success factor - customer orientation and show how we think about customers and how does it impact our work.

Last part of presentation before closing will focus on how our team see future of analytics in Recruiting and clues on how you can prepare for it. Based on our org development we see certain trends that we believe will evolve into some trends in the future. Presentation will be supported by slides of tools, solutions we use so users can see how it really works - obviously those tools may present dummy data during presentation due to the confidentiality requirements.

Key take-aways:
1. Organization roll-up (what roles and goals, technology and drivers for the success)
2. Organization scaling (management of priorities, team development, customer focus)
3. Exceeding customer expectations - our strategy

Speaker: Mateusz Ploskonka · Senior Manager Analytics Talent Acquisition · Amazon

Presentation focus:
· All managers/employees are customers in personal life.
· They bring in the same expectations towards HR - How can HR justify the value of its activities?
· What are the most tangible parts? Is data & analysis the part of this?

Overview:
Asking HR controlling experts to do HR Analytics with Big Data tools is rather idealistic. HR has to also learn how the HR systems work, what are the essential focus areas and; has to understand what delivers meaningful value for the business customers. The customers are demanding, the technology changes rapidly and both factors are requiring new capabilities inside HR.

Key take-aways:
1. Step 0 is ensuring sustainable data quality, where most of us face challenges - less is more.
2. Big Data in HR? First back to basics - cross system integration is bringing in the IT capability aspec.t
3. Bringing basic master data close to employees is one way to improve accuracy and satisfaction at the same time.

Speaker: Zoltan Ban · Head of Group Reward and HR Operations · MOL Group

Presentation focus:
· Understand the impact of HR digital transformation.
· Link business strategy with technological advances.
· Realize benefits for your organization.

Overview:
Every part of business — and that includes HR — is going through a digital transformation marked by the acceleration of business activities, processes, skills and work models to benefit from the opportunities made possible by modern technologies. While HR has been on this journey for years, the pace of change in technology and its impact on business is only accelerating. It’s no longer enough to simply select a new HR technology provider; HR leaders need a new mindset and set of strategies to create an HR function that is built for the future. Understand how your organization will benefit from building an HR digital transformation strategy, how to develop the strategy and how to turn the strategy into actionable plans. You’ll learn how to infuse HR technology strategy into tactics designed to move the HR function forward.

Key take-aways:
1. Discover how to leverage true business benefits and create business impact from HR technology.
2. Evaluate how to ensure success and derive ROI from HR Technology implementation.
3. Based on projects delivered for leading HR directors you will hear about:
∙ How they are utilizing technology to realize HR strategy and objectives.
∙ Considering the incorporation of social technology tools within your HR department and business.
∙ Meeting the needs of a more tech-savvy workforce.
∙ Developing ‘technology proponent’ capability within your HR function.

Speaker: Mohamed Mesbah · Regional HR Director for Middle East · Resilience& UK

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:

Candid & controversial - not "just another" round-table

About the Speaker
David Green
David Green is a globally recognised and respected influencer, speaker and writer on people analytics, data-driven HR and the future of work. He has spoken at and/or chaired conferences as well as worked closely with people analytics leaders in 25+ cities around the globe over the last 18 months including Sydney, London, Paris, Singapore, New York, San Francisco, Moscow, Helsinki, Amsterdam and Berlin. This imbues David with a unique perspective and insight into what's working, what's not, and what's forthcoming in the field of people analytics.

David has received a number of industry accolades including winning Best Writer at the HR Tech Writers’ Awards, being included as one of 10 ‘Power Profiles’ for HR by LinkedIn and is regularly included in influencer lists on people analytics, HR and the future of work.

David’s role as Global Director, People Analytics at IBM enables him to deliver people analytics solutions to clients across the full range of IBM’s analytics, data and workforce science solutions. These include employee listening, behavioural and skills assessments, predictive and cognitive analytics solutions and consulting services. David is based in London, but his remit covers the globe.

Prior to IBM, David accumulated close to 20 years experience in the human resources and talent management space. He has developed deep knowledge in people analytics and talent acquisition having undertaken a breadth of roles covering sales, consulting and solutions design.

David can be found on Twitter @david_green_uk and LinkedIn as well as via his regular blogs on UNLEASH and LinkedIn Pulse.

Presentation focus:
· Emerging and future trends in people analytics
· People Analytics case studies from global organisations
· Navigating the obstacles and creating an analytical culture

Overview:
People analytics is moving from the fringes to the core of the future HR function as CHROs and business leaders increasingly realise that analytics is the centrepiece of a digital agenda for HR. As someone who knows many of the leading practitioners and who has spoken in 25+ cities across the world in the last 18 months, David Green has a unique insight into what's working, what's not and what's forthcoming in the people analytics space.

In this closing keynote, David will outline the emerging and future trends in people analytics and provide examples from companies across the globe who are harnessing analytics to i) improve and personalise the employee experience, ii) understand and improve team performance, iii) prepare their organisations for the future of work, and ultimately iv) drive business performance.

Key take-aways:
1. Learn where the people analytics discipline is heading
2. Hear 'best' practices and case studies from organisations that are the most advanced with people analytics
3. Prepare your organisation to take advantage of the opportunities offered by analytics whilst overcoming the challenges

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

See you again next year!