07 April, 2014  — Workshop I: Neuroscience: The Deeper Science of Measuring, Managing and Improving Individual Performance
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07 April, 2014  — Workshop II: Taking the Challenge Out of Measuring Performance
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08 - 09 April, 2014  — Performance Management Conference
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08 - 09 April, 2014

Follow this conference on Twitter: #tcbperformance | Follow The Conference Board: @conferenceboard

Benefits of Attending:

  • Learn about culture and performance
  • Make the connection between neuroscience and performance improvement
  • Understand why the role of performance management is evolving in organizations
  • Use facts to design effective performance management processes
  • Be on top of cutting edge best practices,  new trends and directions for performance management

Who Should Attend:
Performance management professionals and human resources leaders, talent management professionals, senior business managers, and those responsible for succession planning, employee engagement, or employee development and those interested in maximizing your organization’s performance.

Tuesday, April 8, 2014

Registration and Continental Breakfast: 8:00-9:00 am

8:45-9:00 Welcome and Introduction:   9:00-9:15
Denise Sinuk
Conference Program Director
The Conference Board

General Session A 9:15-10:00 am
Keynote Presentation:  People and Performance – Reshaping the Culture of Work
Performance management is a critical strategy to address not only the Human Capital Challenge but several critical challenges.  In The Conference Board’s CEO Challenge, CEOs indicated the importance of performance management across challenges, regions and industries.  Clearly, setting expectations and accountability are key to success in 2014; come and hear just how.
Rebecca Ray, Ph.D.
Executive Vice President, Knowledge Organization and Human Capital Lead
The Conference Board 

General Session B:  10:00-11:00 am
The Evolving Role of Performance Management within an Organization
How can an organization shift its performance management process from an annual event to an ongoing experience that aligns employees to business strategy and focuses on meaningful conversations?  Hear how Humana has:
• Incorporated its values, research, and employee input to evolve its performance management processes
• Used data from performance management to influence hiring, coaching, and development systems
• Managed the changes and increased accountability for performance outcomes
Michele Koch
Manager of Talent Outreach

Networking Break 11:00-11:15 am

General Session C:  11:15 am-12:15 pm
Using a Pay for Performance Compensation Design to Drive Business Results

  • Benefits of a pay for performance plan
  • Challenges of a pay for performance plan
  • Impact of pay for performance on priority behavior
  • How to incent behaviors to benefit the organization

Ronald J. Balsewich
Vice President, Corporate Human Resources
Healthcare Service Corporation (Blue Cross blue Shield of Illinois, Texas, New Mexico and Oklahoma) 

Lunch 12:15-1:15 pm

General Session D:   1:15-2:15  pm
Performance Management for High Potentials and for High Professionals
This session will look at performance management for high potentials and high professionals.
How does the performance management process differ for these two groups?    What are the key behaviors and attributes of each and how are they measured.

General Session E:  2:15-3:15 pm 
Reimagining Performance:  Sharpening the Focus on Talent
Organizations today are challenged to create performance management systems that are more nimble, adaptive, and forward-looking.  However, agile systems require high-value inputs.  In this session, we will explore methods of assessing talent and culture that help to optimize performance management, enhance talent development, and accelerate organizational change.
Karen Richardson
Manager of Executive Development
General Electric

Networking Refreshment Break:   3:30- 3:45 pm

General Session F:  3:30-4:30 pm

Panel Discussion:  Using Analytics for Performance Management

  • How companies are using data and analytics for performance management
  • Using ROI analytics in measuring the effectiveness of performance management systems
  • Increasing the use of data in performance management decision making
  • Using predictive analytics for strategic performance management

Gene Pease
Founder and CEO
Vestrics – A Capital Analytics Company

Anika Gakovic
VP, Organizational Effectiveness
Human Resources
OppenheimerFunds Inc.

Traci Spero
Director of Talent Strategy and Insights – Merchandising/Planning Talent
Macy's Inc.

General Session G:   4:30 am- 5:15 pm
Finding Breakthroughs in Performance Management
Neuroscience research is generating fresh insights into some of the central challenges of performance measurement, helping us understand why performance conversations are so difficult, and how to make them easier.  These insights suggest new ways of structuring the whole approach to performance in order to support the quality of conversations people have.
Dr.  David Rock
Executive Director
NeuroLeadership Institute 

Networking Reception: 5:15-6:30 pm

Performance Management Conference – Day 2
Wednesday, April 9, 2014

7:30- 8:30 Continental Breakfast

General Session H:  8:30-9:30 am

Panel Discussion Session H:  The Science of Simplicity -- Using Facts to Design Effective Performance Management

The design of performance management processes is too often guided by past experience, “best practice” or academic frameworks.  The  continued failure of these processes to deliver business results can be blamed on this fact-free approach to design.  In this session you will hear talent management expert Marc Effron and corporate practitioners  translate that science into easy to understand practical steps that you should take when building your performance management process. In this session you will learn:
• Why self-assessments create conflict in performance management discussions
• Why there should be no such thing as a stretch goal
• How to radically simplify and make your coaching process fear-free
• How to drive managerial accountability for executing performance management basics

Marc Effron
The Talent Strategy Group

Maggie Williams
Senior Vice President, Global Head of Talent Mangement

Allan Church
Vice President, Global Talent Development

General Session H 9:30-10:30 am
Case Study:  Redesigning the Performance Management Approach at BASF
BASF is the world’s largest Chemical Company and has been in business for 150 years.   They have 110,000 employees and generate $100 billion in revenue.   They recently took their 9 rating system which was inconsistently administered and simplified and rolled it out in all of their regions.  This session will take us through the process of design and implementation and the change management efforts necessary to make the switch.    The case study will be presented by the co-leads of the design process.
Mollie O’Brien
Director, Compensation and Performance Management
BASF, The Chemical Company

Silvia Elsland
HR Business Leader
BASF, The Chemical Company

10:30- 10:45 am Networking Refreshment Break

General Session I: 10:45 – 11:30 am
Mitigating Unconscious Bias in Performance Management

A traditional annual performance appraisal is an opportunity for companies and organizations to increase the strength and diversity of their talent pipelines. However, our unintended, unconscious biases often hijack our mind and permit us to make decisions that project our experiences and values onto others. When this sort of thinking is prevalent in talent management processes, it can quickly reduce representational diversity. In this session, we will explore four biases prevalent in the performance review process, and how to mitigate them. By understanding the mechanisms of bias and its manifestation in the personalities, power dynamics, and decisions of the daily workplace, ensure robust and diversity talent pipeline.

• Understand four prevalent domains of bias in talent management
• Gain perspective on one's own tendency towards bias in performance reviews
• Learn strategies to manage these biases and mitigate their consequences

Leslie Traub, Chief Consulting Officer and Chair of the Board, Cook Ross, Inc.

General Session J: 11:30 am – 12:30 pm
Panel Discussion:  Future Directions for Performance Management
These three panelists will discuss best practices, changes, trends and new directions in performance management.  Included in the discussion:
• Evolution of  performance management
• Debate:   to use a formal performance management process or not
• Identifying new trends in performance management and their implications for the future

David S Cohen
Founder and Senior Consultant
Strategic Action Group, Ltd.

Dana Kurek
HR Manager – Performance Management & Competency Development
United Airlines

Leo Balestri
Talent Strategies Technology Manager
Chubb Group of  Insurance Companies

Chrisine Barns
Senior Manager, Talent Management

12:30  Concluding Remarks

For speaking opportunities, please contact Denise Sinuk at Denise.Sinuk@conferenceboard.org.

For sponsorship opportunities, please contact Michael Felden at Michael.Felden@conferenceboard.org.