|7:15 - 8:00 a.m.||Registration and Continental Breakfast|
|8:00 - 9:30 a.m.||
Welcome and Morning Keynote Address
Brian Welle, People Analytics Manager, Google
|9:30 - 9:45 a.m.||Break|
|9:45 - 10:55 a.m.|
Morning Breakout Session 1
Title to be Determined
Change Management and Organizational Design
Craig Mundy, VP Enterprise Learning and Talent Management, Ingersoll Rand
During this presentation, Craig Mundy will discuss the strategy and execution involved in an organization re-structuring, from the initial planning to the communication. Beginning at a high level with Ingersoll Rand's former structure and the transformation from four sectors into twelve market-focused strategic business units, Mundy will discuss the rationale behind the re-structuring and how it relates to talent management. With a change of this magnitude, shifts in leadership roles and organizational team structure occurred, particularly within the HR organization in order to provide the business with flexibility, investment and accountability to grow successfully. Mundy will also speak to the importance of identifying and retaining key talent while promoting operational excellence, and maintaining efficiency. He will also discuss the "aftermath," including the criticality of ensuring a seamless transition and effective, transparent communication.
The Way to an Executive's Heart:Cost & Productivity
Chris Stiernagle,Global Workforce Planning Leader, GE
In a world where an executive is exposed to hundreds of disparate
business messages/requests every day, how do we as an HR function
provide workforce intelligence that the CEO / CFO leverages to drive
action?Through the lens of GE Capital's WFP team's wins/losses,
this presentation will go through the "stories" of how we arrived at
the current state:regular operating rhythms where the executives
are asking for these powerful insights and driving action.Pragmatically, we will review 6 examples of operating and functional
executives leveraging workforce productivity to drive strategy.
|10:55 - 11:10 a.m.||Break|
|11:10 - 12:20 p.m.||
Morning Breakout Session 2
Coaching: Great Practices for the HR Professional
Barbara Hoese, President, Inventure
In its simplest form, coaching is a conversation that helps an individual journey from "here" to "there." This session will help HR professionals recognize when a coach-like approach will increase their effectiveness and introduces basic coaching skills to support their efforts.
Using Workplace Social Analytics To Enhance Business Culture and Performance
Despite the advent of "big data" and business intelligence analytics, HR and business leaders are still relatively unfamiliar with the power of workplace social analytics for driving business outcomes. In this session, Vikas Narula will educate participants on the power of informal relationships and why workplace social analytics should be a central focus of HR leaders and executives. Key issues covered include: revealing critical influencers to help drive change; uncovering hidden talent to get the most out of your organization; identifying teams that thrive, excel and outperform the status quo; and pin-pointing silos and overcoming them to boost collaboration. Narula will provide attendees with insights and examples of how inter-personal workplace dynamics often goes unnoticed, yet serve as a potent driving force in business outcomes. Case studies and examples will be reviewed to highlight impact on the bottom-line. Attendees will leave with a new and unique technique for optimizing organizational performance.
Learn From Workforce Planning and Analytics Thought Leaders
Strategic workforce planning is top of mind for HR and senior business leaders across the globe. Growth and expansion plans, scarcities of critical talent, and inefficient talent pipelines have prompted an increasing number of companies to include workforce planning as part of their core HR service offerings with the goal of driving meaningful results in operations across the entire organization. These factors, coupled with the availability of big data to support this understanding, have made it achievable in today's organizations. Learn from global innovator GE and workforce analytics and planning thought leader Mercer as they describe how to structure, implement and deliver on best-in-class workforce planning programs. Specific topic discussions will include identifying critical talent pools, forecasting future workforce needs, understanding demographics and their implications on the sourcing of talent, as well as creating and maintaining a workforce planning function within the organization.
Corporate Transformations - How HR Professionals Must Transform for their Companies to Transform
Companies are regularly challenged by external forces and internal limitations requiring transformational change to remain competitive and to meet customer, investor and workforce demands. This presentation will feature a remarkable company transformation, led by the HR function. A significant transformation of the HR function had to happen first with a significant shift and upskilling of the global HR team. The CEO described the HR function as "...the worst function in the company..." when John Nelson was brought in to fix the function. Two years later the CEO ranked HR the #1 function in the company and HR was credited for leading the transformation of the company. Learn how HR transformed itself, how the role and skills of the global HR team shifted, and how new skills and behaviors were rapidly developed to enable HR to lead a highly successful global transformation. Other corporate and HR transformations will be cited by the presenter to build the case for the most critical skill sets required in HR during times of change.
|12:20 - 1:20 p.m.||Networking Luncheon|
|1:20 - 2:30 p.m.||
Afternoon Breakout Session 1
Talent Management in a Time of Change
Organizations often achieve competitive advantage through the quality of their employees, assuring that they can hire and develop the right talent. However, many current issues make this difficult, including the "silver tsunami," or baby boomer retirements, increased competition for top talent from global markets, and the complexity of implementing HR programs globally. This panel discussion will present three different perspectives on these important issues. Ronald Page will describe the use of Internet-based leadership assessments for both selection and development, and will describe how personality assessment, including the Big 5 factors of personality, is used globally to enhance the selection and development of leaders. Paul Aasen will describe the City of Minneapolis' Leadership Assessment process, which is used as a performance management and leadership development process for department heads that report to the City Council. Kevin Nilan will describe issues in leadership selection and development facing global employers, and will frame his comments within his experiences while working with 3M North America and 3M Asia. The three presenters will then conduct a dialogue with the audience regarding issues and approaches that may be used for improving selection and talent management processes in this time of rapid change.
How to Get Employee Engagement Right: What Works, What Doesn’t, and Why
The science of employee engagement is clear: organizations of all sizes and types succeed to the extent they have a workforce that is dedicated, focused, and motivated to pursue shared goals. In recent years, this realization has led many organizations to include employee engagement as a core component of their talent management strategies. The result has been a proliferation of engagement surveys designed to help leaders understand and enhance workforce effectiveness. At the same time, some of the tools and methods designed to increase engagement have left many business leaders and HR executives wondering if their efforts are paying off. In fact, some common practices in the implementation of engagement surveys can actually create cynicism. Additionally, many engagement surveys and practices are not consistent with the science of engagement. This presentation will focus on two important issues that are critical to creating and sustaining an effective employee engagement program. First, the presenters will discuss the science behind engagement; and then, they will explore the common failure points that can derail engagement efforts.
Assessing Reward Effectiveness: A Research Study of WorldatWork Reward Professionals
Senior executives have learned to appreciate that human capital must be managed both strategically and efficiently. This realization underscores the fact that human capital is often one of the largest financial expenditures organizations make. Excessive labor costs can quickly erode profits and jeopardize an organization’s ability to compete within their industry. On the other hand, under-investment or poorly designed and executed reward programs make it difficult to attract, retain and engage needed talent. Ineffective reward programs can divert employee attention and energy from the most important business goals and provide a number of risks. External benchmarking of cash compensation paid to a subset of benchmark jobs based on such factors as size, industry, and revenues is perhaps the most common way of determining if reward programs are appropriately structured and funded. Organizations spend large amounts of time, energy and resources in this type of benchmarking. However, benchmarking total remuneration levels, total labor costs, reward design and the perceived effectiveness of reward programs can provide more meaningful insights into reward program effectiveness than traditional benchmarking activities. The limitations of traditional compensation benchmarking make it difficult to determine the question that is at the top of the CEO's mind "Are my labor costs properly aligned with my business to achieve the best return of our human capital investment (ROI)?" Furthermore, a comprehensive examination of the methods used to monitor how reward programs are assessed by organizations has not been conducted in recent years. Based on our discussions with reward leaders, we suspect that assessment of reward strategies, policies and programs is becoming more important. However, the extent to which reward leaders are assessing these programs is unclear. This study explores how organizations analyze, report and manage their human capital ROI and the role that reward professionals play in this process. We are interested in determining the methods reward professionals use to monitor and evaluate pay strategies, policies and programs, and how effective those methods are. This survey builds upon over a decade of reward practices studies that Tom McMullen, Hay Group and Dow Scott, Ph.D. of Loyola University have conducted with reward professionals.
Using Social Media for Talent Acquisition and Networking to Build Your Professional Value Proposition and Benefit Your Employer
Sally Stewart,VP HR & Recruiting, Growe Technologies
|2:30 -2:45 p.m.||Break|
|2:45 - 4:00 p.m.||
Afternoon Keynote Address and Closing
Ann Powell Judge, Chief Human Resources Officer, Bristol-Myers Squibb
|4:00 - 5:30 p.m.||Networking Reception|