You have your current talent management strategy, but can it stand up to the challenges of the future? Are you prepared for the current workforce as it becomes more global and multi-generational? If you believe there’s room to improve, then we encourage you to join us for the 18th Annual Talent Management Strategies Conference.
At this year’s conference participants will learn how leading organizations are preparing for upcoming talent challenges based on the dynamic and changing global workforce. From talent acquisition and succession planning to career development and performance management, it has never been more critical to engage and optimize the workforce by implementing better talent management practices.
Attendees will be able to attend sessions exploring topics such as diversity, digital talent management, and human capital analytics (HCA). Participants will leave with strategic and tactical ideas, which they can adapt and implement within their own organizations in order to “Perform into the Future.”
By attending this conference, you will:
We recommend this conference for directors, VPs, managers, advisors, specialists and consultants at large and small companies, non-profits, and government agencies, who are concerned with the following areas:
1. DOWNLOAD THE AGENDA
Register early and save $400. Offer ends December 2nd.
3. GET INVOLVED! If you would like to get involved in this seminar, please contact us.
Earn up to 9 CPE credits
Requirements: Attendees must sign-in each day for full credit. Delivery Method: Group-Live; Program Level: Intermediate, Prerequisites: Bachelor’s degree or higher, Advanced Preparation: None
This program has been pre-approved for 6 PDCs for the SHRM-CP or SHRM-SCP. For more information about certification or recertification, please visit www.shrmcertification.org.
This program has been approved for 6 (HR (General)) recertification credit hours toward aPHR, PHR, SPHR, PHRca, GPHR, PHRi, and SPHRi recertification through the HR Certification Institute (HRCI). For more information about certification or recertification, please visit the HR Certification Institute website at www.hrci.org.
Readying people to be successful in the emerging digital ecosystem is a critical goal for talent and people leaders. To win in the marketplace, we need to be fully digital in the workplace. This means creating the new organizational capabilities, core ways of working, and specific work designs that realize digitally-driven business strategies and culture. Put another way, digital itself may be the best channel for workers to experiment, enact, and engage in the new humandigital relationships what will define much of the future of work. In her presentation, Mimi Brooks will define the tenets of the digital organization and explain how digital is made meaningful and operational in living organizations. She will show how talent is aligned to this model through the creation of digitalfirst business design and work design. The presentation will conclude with examples of interactive digital experiences that shape worker perspectives and behavior.
PepsiCo’s workforce analytics function has been in place since 2012. The evolution of the function has taken us from data consolidation through generating insights across our global workforce of more than 260,000. We are now in the next phase of our maturity and using these insights to create evidence- based talent management tools that are allowing us to fundamentally change the way we run human resources and our business.
Most organizations seemingly struggle with finding and approach that aligns leadership development with strategy management. Though most observers probably agree that the best companies are committed to leadership development, and in linking leadership development to strategy management, there is not consensus about how to exactly achieve this alignment. This presentation will assist practitioners by identifying a formal approach to better facilitate the alignment of leadership development and strategy management.
Fidelity values Talent Management; however, for the talent management to be effective – there must be internal talent mobility. This is ensuring our associates have the opportunity to have different career experiences and build skills through role change internally. Learn from our leaders as we share our talent management strategy, planning and analytics processes and alignment. This drives us to “Perform into the Future!”
There is a significant M&A impact on organizations. After completing one acquisition and in the midst of another acquisition, BD has reinvigorated their leadership model to support this business activity. In addition, the complementary talent management functions around the leadership model have also been optimized: 360 assessments, succession planning and more. This is establishing the desired culture for the integrated companies during the time of transition, as well as they "Perform Into the Future."
When talent was plentiful, performance management was focused on who to keep, and who to let go. And for those purposes, the traditional once a year, individual accountability model worked well. Now that talent is more fluid and in short supply, organizations are seeking improved performance models. Holding people accountable for past behavior at the expense of current performance and nurturing talent of the future is a risk to organizations taking a long-term view on talent.
Join David as he explores how models for performance management are constantly changing. While some elements always ring true, what we identify as success factors today are very much likely to change tomorrow. He will dig into how SaaS technology is influencing strategy and process, as well as the key benefits that are enabling organizations to move away from a one-size-fits-all model, to an agile philosophy that can be optimized and adapted in real time, honing in on employee engagement rather than alienating or demotivating employees.
We were challenged to design an effective change management strategy to support an organization-wide transition to a new medical record system and new standard workflows for 20,000 employees. We recognized that using one change management model “out of the box” would be insufficient. Instead, we created a hybrid approach with a unique audience-focused tool to prepare staff for the changes ahead. The result was a go-live in November of 2017 that exceeded expectations and also provided lessons learned for future efforts.
Suffolk’s vision is to “transform the construction experience by building smart. The organization empowers its people to think differently, work collaboratively and executive flawlessly on the most complex and sophisticated building construction projects in the country. The firm’s “build smart” approach to planning and constructing projects is revolutionizing the construction industry and redefining what it means to be a builder. Learn how Suffolk’s People & Culture team led an extensive change management effort to evolve its performance management culture into a modern, mature model that was more structured, consistent and aligned to Suffolk’s business strategy and longterm objectives.
Models such as the Center for Creative Leadership’s 70-20-10, Dan Pontefract’s Pervasive Learning, and Bersin’s Continuous Learning address the need for experiential and social learning. So why do corporate learning programs continue to rely so heavily on formal training? Whose “job” is it to ensure experiential and social learning are implemented?
NewYork Presbyterian’s created a culture of respect with the creation of our credo. This session will explore our journey to build this culture of respect, including a discussion on the tools and innovative approaches used to do so as well as how they are measuring. Learn what we have done, as well as what we are doing moving forward.
Action learning leadership development programs can yield compelling rewards for companies but may also trigger potent organizational and individual reactions. Those guiding these efforts must adapt adroitly to a variety of challenges in order to secure the valuable products of such learning. Since 2002, the Learning for Business Results program has graduated hundreds of strategic and transformational leaders at ETS while navigating the politics, expectations, and exigencies of corporate life. Tackling a CEO-assigned ‘wicked’ organizational problem, participants in each cohort gain knowledge and skill while also examining - and often revising - mental models. Explore the ways in which this particular program evolved and take away practical ideas for forming such an enterprise successfully.
BASF believes in the link between employee engagement, productivity, innovation and business success. They have created and deployed a holistic approach to drive engagement– which leverages employee development, work environment, compensation and benefits. This approach anchors our end to end HR processes and solutions.
At Wunderman, we’ve leveraged our talent strategy, YOU Time and our global way of working, Wunderman Collision, to transform the agency. We’ve instilled a new culture that reflects today’s world: inclusive, agile and start-up minded. It’s amazing to walk into a 58-year-old company that feels like it’s just getting started.
Organizations today have to globalize if they are going to compete not only for business but for talent too! Globalization is at the forefront of much organization’s business planning and changing how people work. Some of the challenges companies are facing include the cross-border competition for talent, convergence of technology, digitization and demographic change. There is a push to implement cultures, platforms and processes that will drive cross-cultural collaboration and create effective cooperation. To be successful in the global economy, leadership and talent will be a key driver. Expanding diversity efforts and global operations while addressing cultural issues to attract and retain the best talent will be the focus of an organization’s globalization strategy. What must talent leaders consider?
The digitization and innovative changes occurring within businesses are demanding the rest of the organization evolve as well, most notably, the HR function. Little has been examined about the process of transformation for the whole HR function itself, and how HR organizations can align strategically with the current and future priorities of the business. How can HR take on business objectives and bring value to the business? What are the steps the HR function needs to take to transform? This new research attempts to bridge a critical gap in our understanding of how HR organizations are transforming and examines the question, ‘What’s next for HR?’ Leading companies undergoing the transformation process will be highlighted.
Kym J. Goddu, Vice President, Human Resources R&D, Daiichi Sankyo, Inc.
9:45 – 10:00 am | Networking Refreshment Break
This is your opportunity to select your favorite topic from the conference. Join fellow attendees to reflect and share on better practices in how you apply what you learned, as well as what other leading companies are doing. You will choose which roundtable to join, with the conference’s speakers at each table for a deeper dive into the specific presentations that you have heard. As an output of the conversation, you will create one “application question” for our next session – a panel with experts on future challenges and opportunities for your company to perform into the future!
As a follow-up to the previous hour’s Roundtable Discussion/Application, this session will help your organization Perform Into the Future! This will be a lively Q&A panel discussion about the challenges and opportunities that leaders will face in the future. Some solutions exist today – others need to be created. The topics will be from all the previous session of the conference, so this truly is a capstone experience!