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24 March, 2015 | (01 hr)
Buy, build, borrow, or redeploy are the traditional go-to tactics for closing talent gaps. But sometimes talent isn’t a feasible or cost-effective solution. New research from The Conference Board describes how leading companies are finding innovative ways to close the gap between talent supply and demand.
After a brief overview of new research, learn how Southern California Edison uses human capital analytics, industry-level data, and strategic workforce planning to assess the potential impact of alternative strategies for meeting future needs.
Who should attend: HR professionals with responsibilities in strategic workforce planning, human capital and workforce analytics, and strategy
For more resources on this topic, please visit https://www.conference-board.org/closing-talent-gaps/
Mary B. Young, D.B.A.
Dr. Mary Young leads The Conference Board’s program of research on digital transformation’s human capital impacts, big data and human capital analytics, and strategic workforce planning.
Mary is the author of more than 25 research publications from The Conference Boardin...Full Bio
Jay leads the team responsible for Workforce Planning, Workforce Analytics and Insights, HR Benchmarking and the Employee Engagement survey process. Prior to Southern California Edison, Jay gained more than 15 years’ experience in Talent Acquisition, Organizational Design, HR Analytics, Pro...Full Bio
Michael Manning is the 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 approximately 20,000 employees and cont...Full Bio
James O’Hern is Executive Director of Member Engagement for the Human Capital Practice at The Conference Board. In this role he coordinates Human Capital Conferences, and Senior Management Councils, as well as interfaces closely on research topic selection and dissemination.