2012 HRPS Workshop. Talent Management: Succession Planning & High Potential Development

Transcription

1 2012 HRPS Workshop Talent Management: Succession Planning & High Potential Development INCLUDES SPEAKERS FROM: Bank of America National Training Systems Coca-Cola Refreshments Qualcomm The Hertz Corporation Talent Strategy Group i4cp UPS February 23-24, 2012 Tampa Convention Center Tampa, Florida Register by January 15 to save $100! Registration ends February 10.

2 Gain New Ideas for Assessing and Developing High Potentials from HR s Best This how to will discuss how new, validated leadership assessment tools will help to ensure that you have identified and included the best successors and high potentials and that their development plans are on-target. This briefing will also explain how these tools can accelerate the growth of your bench strength. Case studies on how companies use assessments to accelerate development will also be presented. This program provides an opportunity for human resource executives who are well-versed in talent management strategies and responsible for planning and developing their organizations' future leadership to discuss key issues, test their ideas, share perspectives and learn from each other. In this highly interactive workshop, participants will have the opportunity to: Discuss their organization s goals, success factors and recent challenges Hear case studies on specific strategies their corporations are pursuing Test their ideas for enhancing succession planning and executive development processes Gain the insights of peers and discussion leaders Learn about innovations in the field Review assessments used in more than half of the Fortune 500 Agenda Receive a copy of how to succession planning books and chapters by the authors to help you design or improve your own program February 23 February 24 8:00am-8:30am Registration Check-in 8:30am-8:45am Welcome 8:30am-9:00am 9:00am-10:00am 10:00am-10:15am 10:15am-11:30am 11:30am-11:45am 11:45am-1:00pm 1:00pm-2:15pm 2:15pm-2:30pm Welcome The Three Secrets of Practical Succession Planning Break Talent from the Top at Hertz Interactive Discussion Lunch Growing Bench Strength from Within at Bank of America Break 8:45am-10:00am 10:00am-10:15am 10:15am-11:30am 11:30am-11:45am 11:45am-1:00pm 1:00pm-2:00pm Secrets of Growing Better Talent Management at Qualcomm Break Revamping Global Talent Management Making a Good Program Even Better at UPS Interactive Discussion Lunch Measuring the Effectiveness of Talent Management 2:30pm-3:45pm Refreshing Talent Management at Coca-Cola Refreshments 2:00pm-3:00pm Application: Resources for Designing or Re-designing Your Program 3:45pm-4:45pm 4:45pm-5:00pm 6:00pm Launching and Developing Talent How Does Automation Contribute? Interactive Discussion Optional Group Dinner Schedule as of 11/9/11. Subject to change.

3 Sessions The Three Secrets of Practical Succession Planning The book, One Page Talent Management, (OPTM) shows organizations how to radically transform talent management practices through simplicity, accountability and transparency. Companies around the world have implemented OPTM and found themselves building better talent faster. Now, learn their secrets and the secrets to OPTM that weren t in the book! In this session, Marc will show you how to apply the core principles of OPTM including: how to build a strong foundation for all of your talent management practices; how to determine which common talent management practice you should stop doing immediately; and three key metrics for evaluating your practices against OPTM. This session will set you on the path to sustained talent management success. Marc Effron is President of the Talent Strategy Group, a full service talent management consulting firm. He applies a simplicity-based approach to building leaders which emphasizes transparency and managerial accountability. He has worked for, and consulted to, some of the world's largest companies including American Express, Bank of America, Fidelity, Philips Electronics and Alcoa. Marc's prior experience includes starting and leading the Global Leadership Consulting Practice at Hewitt Associates, where he created the Top Companies for Leaders study. Marc is the co-author of One Page Talent Management: Reducing Complexity, Adding Value, with Miriam Ort of Pepsico. He co-authored Leading the Way, co-edited Human Resources in the 21st Century and has written chapters in eight management and leadership books. He's also published in journals such as London Business School's Business Strategy Journal. Talent from the Top at Hertz The Hertz Corporation s focus on top talent drives global growth. Learn how to step up talent performance with valid assessments. Global talent consistency requires clearly defined high potential behaviors that can be assessed, trained and transferred across cultures. Hertz is using the talent review and development process to fuel its capacity for growth, particularly in international markets. By adding more rigor to the assessment of top talent and linking them to the key competencies for the future leadership required, leaders can more easily identify high potentials and clarify the needs for executive development. This approach also engages senior management on a personal basis and provides a rich mirror for individuals to support their own development as well as the needs for the company. A leadership model to drive business results and integrate different assessment and development programs Tools for predictive high potential and leadership assessment, what they are designed to measure and how they are used to revitalize leadership programs and make reorganization decisions Highly predictive external assessments to bring in new management talent and help steer the acceptance and outcomes in the organization How various assessments were used and integrated with themes to develop the top team over multiple years The vital role of the CEO in sponsorship of initiatives led by the top talent officer Using group reports to make robust and objective talent decisions Use of development and assessment centers

4 Karl-Heinz Oehler serves as Vice President, Global Talent Management for the Hertz Corporation. His responsibilities include talent acquisition, succession and high potential management, performance and career management, organizational learning, organization development and design, human capital measurement and HR due diligence and post merger integration. He has more than 30 years of experience in developing both global human resources and organizational development strategies in a multicultural business context. Karl-Heinz is a popular speaker on HR and talent management topics at pre-eminent conferences world-wide. He is also an accomplished author, and has written articles on HR measurement for various publications, including Training Industry Quarterly and Talent Engagement Review. In addition, he has written a chapter for the Executive Guide to Integrated Talent Management book published by ASTD. His work at Hertz has been recognized with the HR & Business Success Award and the overall winner s accolade the Dave Ulrich Award of HCM Excellence at the 2011 European HCM Excellence Awards. Karl-Heinz holds a Masters Degree in Social Psychology and a Masters Degree in Economics. He is based in Zurich, Switzerland. Growing Bench Strength from Within at Bank of America Retention and development of top talent has never been more critical given the global economic environment in which we operate. Bank of America has been highly successful in developing and implementing strategies to grow talent from within. Bank of America s philosophy and objectives Putting a comprehensive program in place Assessing and developing key talent in practical concrete ways Succession reviews throughout the organization and at the top Keys to success Brian Fishel, Senior Vice President of Executive and Leadership Development at Bank of America, will share insights into their approach to growing bench strength from within top talent ranks. Brian has more than 20 years of broad human resources experience across various industries. He has specific expertise in the areas of merger-acquisitions & integration, global talent management, executive assessment, development & coaching, recruiting & staffing, employee relations and organization development & change management. Prior to joining Bank of America, Brian held key positions at the Coca-Cola Company and Pizza Hut (Pepsico). Brian is a frequent national speaker on the topics of talent management and leadership & executive development. Refreshing Talent Management at Coca-Cola Refreshments A 125-year-old brand known worldwide, with more than 65,000 associates in North America. A start-up? Yes. In 2010, Coca-Cola Refreshments was created through the integration of the largest Coca-Cola system bottler into The Coca-Cola Company. Redefining talent management practices that drive business success and create a culture of excellence was a key priority during year one. Learn about Coca-Cola s journey, lessons learned and refreshed talent management practices, including succession and leadership development approaches, aimed at driving success for the next 125 years. If you have an established program but want to look at ways to refresh your programs, this session will offer some new ideas. The strategic role of talent management during organizational integration to accelerate putting new leaders in place while supporting customers and keeping engagement high

5 Use of best class models to strategically refresh talent management practices and a leadership brand Linking business strategy in talent reviews to drive strategic succession management to provide added value to drive business performance Redefining a leadership development strategy, key leadership programs and how leadership behaviors drive organizational culture Kristina Guillen is Director and Practice Leader of Talent Management and Leadership Development at Coca-Cola Refreshments, Inc. whose mission is to refresh the world, inspire moments of optimism and happiness and create value and make a difference. She is responsible for all facets of talent management for Coca-Cola Refreshments North America organization, including performance management, talent management reviews and succession planning, career development and leadership development. Kristina has previously held HR business partner and talent management roles at Coca-Cola Enterprises, Inc. and Merck & Co., Inc. Kristina earned a B.A. in Psychology from Rice University and a M.I.L.R. from Cornell University. Launching and Developing Talent How Does Automation Contribute? We all remember completing myriads of forms and writing our name and address for hours while we were onboarded into a new job, not engaging or motivating. SilkRoad has worked with leading organizations to redefine the onboarding process to automate tactical repetitive tasks while powering engagement and inculturazation. Learn about key areas where automation can power your onboarding processes. Additionally, learn what key questions to ask before automating the performance management and succession planning processes. The strategic role of onboarding in accelerating the engagement of high potentials and other key hires Leveraging automation to strengthen your employment brand Utilize engagement toolkits for stakeholders to ensure higher accountability and retention of top talent Christine Chriscoe is Director at SilkRoad Technology where she works with Fortune 500 clients in the design and automation of their talent management processes. Christine is an active board member of Atlanta/SE IHRIM, Atlanta HR Leader, HRPS and SHRM. Christine has previously held positions as Director of Human Resource Development and Director of Strategic Human Resources at The Georgia-Pacific Corporation where she designed and implemented GP s succession planning and executive development processes. She also was Manager of Human Resource Development for The Coca-Cola Company. She has completed advanced studies in human resources and human resources development at Cornell University, University of Michigan and University of Southern California. Karen Perron is Product Manager and Onboarding Strategist at SilkRoad Technology. Karen promotes and incorporates onboarding subject matter expertise into the product development of SilkRoad s RedCarpet Onboarding and Life Events Talent Management solution. Karen consults with HR professionals in organizations across a broad mix of industries. She has more than 13 years of HR experience with Motorola and Freescale Semiconductor. Prior to joining SilkRoad, Karen served as the HR Global Onboarding Program Leader at Freescale in Austin, TX. This involved the creation and deployment of the Freescale RedCarpet New Employee Portal to global new associates. Business results achieved included a 90 percent improvement in day one readiness, 15 percent increase in new employee satisfaction and over $1 million ROI in the first year.

6 Secrets of Growing Better Talent at Qualcomm Growing Talent is key to Qualcomm s global success. Learn how Qualcomm creatively identifies and develops key talent worldwide both professionals and leaders in a culture of industry leading innovation. Qualcomm is a global telecommunications company founded by visionaries in Establishing talent management as strategic priority throughout the organization Assessing and developing talent easier and quicker in unique ways both professional and leadership Aligning talent strategies with the organization culture Measuring and communicating results to drive further success Tamar Elkeles, PhD, is Vice President of Qualcomm s Learning Center and is responsible for defining the overall learning and development strategic direction for the company. Her scope of leadership includes global learning, executive/leadership development, technical development, employee communications, organization development and learning technology for more than 20,000 Qualcomm employees worldwide. Since 2000, Qualcomm has consistently ranked in Training Magazine s list of Top Training Organizations. In both 2000 and 1994, Qualcomm also earned the Organization of the Year Award from the American Society of Training and Development (ASTD) for exceptional employee development programs. Qualcomm has been an ASTD Award winner since In 2007 Dr. Elkeles co-authored the first book on the CLO s role: The Chief Learning Officer, Driving Value within a Changing Organization through Learning and Development. Revamping Global Talent Management Making a Good Program Even Better at UPS Anne Schwarz, the presenter, is herself a product of a successful talent management program, having starting as a UPS driver and after 25 years in various positions is Vice President of Global Leadership Development. In 2007 Anne started the journey of making a very successful talent management program even better. Learn the key elements that were working well as well as what needed to be changed and why. Proficiency-based job models and leadership competencies Assessment processes Talent management reviews Re-launches of leadership development programs and products Measurement and impact Anne Schwartz is Vice President of Global Leadership Development at UPS, the world s largest package delivery company and a global leader in supply chain solutions. Ms. Schwartz is responsible for global training and leadership development, training strategy and governance, analysis and development of learning technologies and talent management for the enterprise. She and her group support over 400,000 employees in more than 220 countries. During her 24-year career with UPS, she has held a variety of positions in operations, human resources, mergers & acquisitions, supply chain management and corporate strategy in both the United States and Asia. Her diverse experience has provided her with the knowledge and insight to provide dynamic leadership development to a culturally diverse workforce.

7 Measuring the Effectiveness of Talent Management Jay Jamrog will present i4cp s latest research on talent management effectiveness metrics. While talent management is a critical component of most HR leaders agenda, measuring the effectiveness of the processes is a challenge. Learn which talent Management objectives predict success, what high performing organizations do differently, what the one key differentiator is between successful talent management processes and how to measure the effectiveness of the talent Management processes. The presentation will include detailed information for developing scorecards for measuring the quality of hire, time to full productivity, quality of Movement and quality of attrition. Jay Jamrog is a futurist. As Senior Vice President of Research for i4cp, he has devoted the past 25 years to identifying and analyzing the major issues and trends affecting the management of people in organizations. Currently, Jay and his staff follow demographic, social, economic, technological, political, legal and management trends across 50+ broad topics. Over the years, he has helped some of the most innovative organizations gain a deeper understanding of the world's changing business environment and has helped them think strategically about today's actions and tomorrow's plans. Jay has confidential access to some of the most progressive organizations and is an active advisor to more than a dozen leading corporations. He conducts seminars annually for major corporations on subjects related to the changing nature of the workplace and workforce. Prior to i4cp, Jay was Executive Director of the Human Resource Institute for 25 years and distinguished lecturer at The University of Tampa. Jay has a MBA and taught labor relations in the School of Management at the University of Massachusetts. He is Associate Editor of the HRPS People & Strategy Journal. Workshop Coordinators and Speakers Dr. Marilyn Buckner & Dr. Lynn Slavenski Authors of the How To Succession Planning book published by ASTD Dr. Marilyn Buckner is President of National Training Systems, Inc. a firm that focuses on leadership and talent management assessment, coaching and training solutions for Fortune 500 companies worldwide. Formerly she was Head of Worldwide Succession Planning, Staffing and Training for The Coca-Cola Company. She is a former Chair of HRPS and has presented at several HRPS conferences. Lynn Slavenski, PhD, is a consultant focused on leadership/high potential assessment and coaching domestically and globally. She was formerly Senior Vice President - Chief Learning Officer for Equifax where she started Equifax University. Additionally, she was Head of Education and Career Development with Coca- Cola USA where she developed a comprehensive succession and career development system. She has published 17 articles including a chapter in Amacon s HR Yearbook on succession planning. In 2007 a chapter on mentoring was published in The Next Generation of Corporate Universities. She has been featured in CLO Magazine and has delivered over 50 presentations for professional organizations.

8 Register Register at by January 15 to take advantage of these discounted rates. Through January 15* HRPS Enterprise Members $995 HRPS Individual Members $1,095 HRPS Affiliate Members $1,195 Nonmembers $1,295 *After January 15 rates increase by $100. Registration will close on February 10; registration onsite will not be available. Sponsored by: HR People & Strategy (HRPS) formerly the Human Resources Planning Society 401 N. Michigan Avenue Suite 2200 Chicago, IL Phone: Fax: Web: