10:30 AM - 11:15 AM Welcome Brunch & Registration
11:15 AM - 11:30 AM Orientation
11:30 AM - 11:45 PM Ice Breaker
11:50 AM - 12:20 PM Integrating HR Systems and Building a Global Talent Pool to Boost Business Results: a Multi-Year Plan to Align HR Strategies and Leverage HR EfficiencyLevent Arabaci, CHRO, Hitachi
Hitachi has a diverse 30,000 employees globally with a consolidated workforce of over 300,000 distributed across 1000 subsidiaries. At the beginning of its HR Transformation journey, Hitachi’s diverse workforce was seen as both a challenge and strength; it had to be integrated from an HR perspective to be at its full efficiency and support business growth. HR partnered with its CEO to lead a complete transformation of its processes, systems and talent management to leverage their global workforce to the next level.
Join this session to hear from Hitachi’s CHRO, Levent Arabaci, on its 4 year successful journey of transformation, which culminated in the building of a global talent pool, system integration, and much greater HR efficiency - and what will be their next focus:
- Introducing performance management from 0 to 90,000 employees in 4 years
- Boosting an integrated recruiting system to increase the number of job applications
- Metrics and KPIs that proved how HR is supporting business growth
- What’s next? Leading the shift in culture and leadership, and talent development
12:20 PM - 12:50 PM Eliminating Engagement Barriers to Drive Better PerformanceJack Morehouse, COO and EVP, Perceptyx
We have all heard how many “actively disengaged” employees there are in the workforce. Despite years of companies trying to drive engagement, the number of disengaged workers hasn’t changed much, if at all. Why is it that most employee engagement programs don’t show results? Employees want to be heard; they want to be valued and they want to make a difference. Employers want – in fact, need – productive, engaged workers. Perhaps there is a different way to think about employee engagement.
In this session we will share a transformational approach to employee engagement that actually works. These simple and effective methods can yield engagement and performance improvements broadly across the organization. Be prepared to learn:
- The key link between engagement, performance and success (both personal and business)
- The single most important...and often overlooked...element in employee surveys
- The most common mistakes companies make before, during and after an employee survey and how to avoid them
Jack MorehouseCOO and EVP
12:55 PM - 1:55 PM Business Meetings x 2
2:00 PM - 2:15 PM Networking Break
2:15 PM - 2:50 PM Ignite ChallengeMatt Herzberg, Principal, Senn Delaney Larry Kihlstadius, Solutions Czar, KinetixHR
Challenge: Shaping High-Performance Cultures: The Cricial Role of HR
Presented by: Matt Herzberg, Principal, Senn Delaney
A recent survey of Fortune 500 CEOs places culture as a Top 3 strategic initiative in the C-suite. Leading HR executive understand that high performance organizational cultures do not happen by default. Rather, high-performance cultures are designed, and the HR function plays a critical role in leading this transformation. These HR teams work with senior management directly to define and shape high performance cultures. That is cultures which are aligned to business strategy and drive business results.
Join us in this session to:
- Appreciate the power of culture and its impact on executing business strategy
- Recognize critical cultural barriers and how they form
- Identify key leverage points and considerations in building high performance cultures and overcoming the barriers
- Explore the CHRO’s critical role in creating high-performance cultures
Challenge: Acquiring the Right Talent Effectively and Keeping Them
Presented by: Larry Kihlstadius, Solutions Czar, KinetixHR
According to Josh Bersin of Deloitte, 65% of global leaders cite “talent and leadership shortages” as their number one business challenge.
This year marked a tipping point, as Enterprise organizations are now starting to expand their social media reach to acquire the right talent, right now. Forward thinking organizations are learning to build and leverage their Employer Value Proposition and position the EVP and content curated to be distributed to the world of talent. This is the present and the future of building talent communities to solve this important business challenge.
This Ignite session will:
- Explain how to build an Employee Value proposition and why the CHRO not the CMO must own it.
- Give the roadmap to leveraging the EVP in all aspects of recruitment marketing.
- Discuss how to reimagine your career site.
- Share the secrets to social media recruiting.
- Give the Top Ten List in building a talent community.
- Share how to keep the Talent once you have them!
Larry KihlstadiusSolutions Czar
2:55 PM - 3:40 PM BrainWeave A: Differentiating Executive Level Potential - One Size Does Not Fit AllScott Kiefer, Principal & EVP, Leadership Pipeline Institute Deborah Watts, Director & Executive Consultant, Leadership Pipeline Institute
The Leadership Pipeline has been a foundational framework for developing leaders at all levels in organizations for over 40 years. One thing we know is not all leaders are equally capable of leading at the highest levels no matter what the development path looks like.
What causes the Peter Principle? Come learn from the LPI's executives and engage with your colleagues discussing three measurable differentiators of executive potential.
Does your executive leadership team have what it takes to lead today and into the future? How about your high potential bench?
One CHRO participant will walk away with a a complimentary leadership team assessment for up to 10 executives.
Deborah WattsDirector & Executive Consultant
Leadership Pipeline Institute
2:55 PM - 3:40 PM MasterClass A: Changing Demands for HR Leaders: HR’s Critical Data-Driven Role in the FutureJohn Schwarz, CEO, Visier
More than ever before the business world needs strong HR leaders. The workforce in the developed world and China is rapidly aging. New first-time workers are barely replacing workers who are retiring. And, despite increasing automation, in the next 20 years there will be a serious shortage of skilled workforce everywhere.
It is commonly understood that companies with Workforce Intelligence capabilities outperform their peers in quality of hire, retention, and leadership capabilities. Yet recent research by Harvard Business Review and Harris Poll has found a large gap between what companies expect from HR -- data-driven insight and action -- and the capabilities that are necessary to deliver it.
In this session, John Schwarz, CEO of Visier, the leading innovator in Workforce Intelligence, will discuss the results of these recent studies and the path HR leaders can take to transform their organizations into one that is recognized for consistently delivering data-driven strategic value to the business.
3:40 PM - 3:50 PM Networking Break
3:50 PM - 4:20 PM Rebuilding Leadership Development from Scratch: Values and Culture at an Iconic American BrandTerri Hoskins, CHRO, Hooters
After thirty years in business Hooters began an introspective re-evaluation of its culture and values both internally and externally eighteen months ago to rediscover who they were and what their values are, and how those intangibles were represented in the brand. This was important both for guests and fellow employees.
This journey necessarily involved many moving parts that inevitably coalesced around leadership development from the management level up. After providing a brief foundational understanding of the current context at Hooters, Terri will lead a deep dive conversation around what you would do differently if you had the opportunity to rebuild your leadership development from the ground up after decades of being in business at your company. You will have a blank slate:
What are the necessary ingredients?
What new business goals must be achieved in the next 5-10 years which LD will enable?
What are best practices?
What mistakes have you learned from the past?
What would prevent you from rebuilding LD from the ground up today?
4:20 PM - 4:50 PM How Candidate Experience Impacts Recruiting, Employer Branding, and the Business at LargeKevin W. Grossman, Talent Board Vice-President, Sterling Talent Solutions
It’s well-documented in business today that poor customer service impacts customer retention, referrals and potential new business. Social media has given consumers an open forum to share both good and bad product and service experiences to all who will listen.
The same has been true for job seekers, and for too long employers were resistant to treating the candidate as the primary customer of recruiting. Even in the final stages of offer and onboarding — even after the candidate has accepted the job — “customer service” can go awry, tainting the early days of a new hire.
According to the Talent Board Candidate Experience (CandE) Awards and Benchmark Research over the past six years, that’s finally changing for the better — but there’s still a lot of work to do.
Talent Board VP, Kevin Grossman, will share candidate experience research insights on the business benefits of improving the recruiting process and candidate experience including:
When the candidate experience goes bad, negative resentment can compel candidates to share their experience with their inner circle and publicly online
How candidates will take their alliance, product purchases, and relationships elsewhere when they have a poor experience — and how they’ll increase it when it’s great
What talent acquisition teams could do to improve candidate experience throughout the recruiting cycle — especially during the offer and onboarding stage.
Kevin W. GrossmanTalent Board Vice-President
Sterling Talent Solutions
4:55 PM - 5:40 PM BrainWeave B: Building a Robust Succession Pipeline Through Targeted Development Programs: Veolia and IMPACT Group's Success StoryAugie Schulke, CHRO, Veolia North America Ed Chaffin, President, IMPACT Group
In 2010, Veolia identified two key areas in need of focused development to strengthen their leadership pipeline: 1) high potentials and 2) women. In partnership with IMPACT Group, Veolia launched successful development programs to maximize the abilities of rising leaders within the organization. As the programs enter their fifth year, Veolia has realized significant ROI through a participant promotion rate of 37%, a participant retention rate of over 90%, and innovative capstone projects that lead to cost savings and revenue enhancements.
In this session, Augie Schulke – CHRO of Veolia North American; Marguerite Ulrich – HR Director of Veolia UK/Ireland; and Marcie Mueller – Vice President, Talent & Leadership Practice at IMPACT Group will present the compelling case for driving a succession pipeline of future leaders from all walks of life. Join this session to discover how to:
· Attract, retain, and promote diverse talent
· Leverage leadership development to gain a competitive edge and drive organizational success
· Maximize development programs, even during economic, organizational, and leadership changes
· Provide affordable coaching for talent at all levels
Veolia North America
4:55 PM - 5:40 PM MasterClass B: Optimizing Employer-Based Healthcare Costs: Five Questions You Should Be AskingJim Arnold, Founder & CEO, Fin Health
With healthcare costs rising at 6% per year (projected through 2023) and employees shouldering an increasing portion of these costs, how do we make healthcare affordable for our employees? Healthcare costs are sensitive, highly complex, and per Medicare, have a published error rate of 12.1% based on the latest fiscal 2015 audits. Join this interactive session to discuss emerging best practices with your peers as to how to keep healthcare costs in check and drive improved health outcomes for your employees and their families.
- What are the key metrics we employ to ensure our healthcare dollars are being deployed effectively and efficiently?
- How is our organization ensuring that our third party administrator is paying our medical bills accurately, only for eligible employees, spouses & dependents, and at rates at or below market value?
- Do we perform periodic “self-audits” of our claim payments to assure our stakeholders that our healthcare dollars are being wisely spent?
- Are we harnessing data from prior medical claims, annual health assessments, and fitness
Jim ArnoldFounder & CEO
5:40 PM - NaN:NaN AM Business Meetings
6:10 PM - 6:25 PM Networking Break
6:25 PM - NaN:NaN AM The Best of the Best: Creating a Culture-Driven, People-Centered OrganizationSteve Dwyer , Senior Consultant, Flippen Group
- Does your company culture attract top talent?
- What keeps your leaders and teams from achieving the best possible outcomes?
- How do you align talent management initiatives with corporate goals?
- Five Big Challenges every company faces.
Steve DwyerSenior Consultant
Interactive Panel Discussion
6:55 PM - 7:40 PM Taking the Lead on Culture Management to Drive Employee Engagement and Boost Business PerformanceMatt Herzberg, Principal, Senn Delaney Matt Herzberg, Principal, Senn Delaney Mary Tilley, Head of HR, W.L. Gore & Associates Alan Kaye, Former CHRO, Mattel Diaa Mohamed, Vice President, HR Global Services, Hewlett Packard Enterprise Dave Harmon, Chief People Officer, Gannett
Culture is generally defined as the values, beliefs, and behaviors that shape how real work gets done within an organization. Multiple studies show how enterprise culture has a direct impact on people’s behaviour, performance and productivity, innovation and customer service. Leadership behavior shapes culture, employee engagement and retention, which impacts customer service. When managed well, culture can drive business execution and ensure consistency across global enterprises. HR is in a privileged position to take the lead as a champion and communicator of culture across the organization.
This Panel Discussion will explore how organizations overcame challenges and failures when managing and re-shaping their culture, and moved to action, leveraging key cultural tenets and facilitating a “cultural evolution” that determined success during times of change such as mergers, acquisitions, new product launches and more:
Researching and measuring culture effectively to identify barriers and addressing best strategies
Revisiting implicit and explicit reward systems to create better employee experience and align expectations
Re-envisioning performance management to produce high-level engagement and boost productivity
Investing and building a culture of constant learning
Mary TilleyHead of HR
W.L. Gore & Associates
Alan KayeFormer CHRO
Diaa MohamedVice President, HR Global Services
Hewlett Packard Enterprise
Dave HarmonChief People Officer