The Future of Leadership: The Digital Leader

Organizations are becoming more complex, they need to move faster and performance expectations are higher than ever. Millennials make up a large portion of the workforce and the iGen is now in the workforce. These generations bring exciting, but new implications. Trends like agile teams, real-time feedback, artificial intelligence, personalized micro-learning, and people analytics are here. How can leaders lead in this environment? This session explores the intersection of proven leadership principles with new technologies and a changing workforce to help define the “Digital Leader”.

Key takeaways:

  • How technology intersects with traditional leadership concepts to create the “Digital Leader”
  • Critical success factors when integrating technology into the leadership processes
  • Skill set needed to be a “Digital Leader”

Tony Petrucci, Academic Director of Leadership Development, Fox School of Business at Temple University & CEO, DevelapMe

Building a people analytics function and delivering high-impact analytics

How do you practically implement people analytics within your organization to improve the overall workforce performance? And how do you align high-impact analytics with the overall business strategy?

This session will discuss how to build the people analytics function from scratch as well as partnering with leadership to enhance existing data teams to align to strategic objectives and the needs of the business. Headcount and turnover are basic reporting metrics, but how do we move to more actionable data that aligns to the business objectives?

David will outline the concept of high impact analytics and demonstrate the way to show value to the business is to align metrics to the business objectives. People Analytics is not an HR-only concept; but has the potential to help each function within an organization achieve its strategic goals.

David will discuss the different functional models for the people analytics team. He will provide pros and cons for each organizational structure to help organizations to determine which model fits into their company.

Regardless of the structure type, David will reinforce that it is critical for these teams to remain aligned. Teams must share data and align to the leadership team. He will also explain the importance of educating leaders on the ways to use data (enable not hurt them).

In addition to discussing the models of the people analytics teams, he will also provide insight on building the teams. The most critical role is the leader of the team. If you do not have the right leader for the team, the team will fail. What are the core competencies for the leader of the organization as well as sought-after characteristics for members of the team? David will touch on whether to hire internally and train or hire externally and provide pros and cons for each approach.

Finally, David will discuss data quality. He will explain the importance of data quality and steps to take for the clean-up process.


David Rhoden, Founder and Principal Consultant, The Rhoden Group, LLC

Winning the Talent Management Battle: Strategic Workforce Planning

If you feel like you are struggling to survive in the talent management battle, join the club. The intersection of change in business focus, increased focus on costs, dynamics of the workforce, available options for work, plus the warp speed of disruption and change make old ways of managing talent a sure loser. Winning in the talent management game in today’s environment is about strategy: holding both a current and future view on talent, moving from ad hoc to strategic approaches for talent acquisition and development and having a well-articulated plan. In this session, you will learn:

  • How to build an effective strategic workforce plan that encompasses goals and requirements for talent acquisition, talent development, diversity and succession.
  • How to develop or gather the right data, metrics and other industry and marketplace insights from internal and external sources and interpret that data to drive success of strategic goals and aims around your workforce plan development.
  • How to leverage the plan to support near and long-term talent acquisition and development requirements and the budget requirements
  • How to guide your organization through the change management that is necessary to execute the workforce plan, moving your organization’s management practices from ad hoc to strategic approaches. align organizational performance with the organization’s strategic goals

Terri Hartwell Easter, Founder and Principal, T.H. Easter Consulting