Leadership Succession Management

Transcription

1 17th Leadership Succession Management Driving corporate results through effective leadership succession planning and talent management February 6, 7 & 8, 2012, Toronto Participating organizations BMO HARRIS PRIVATE BANKING BROMELIN PEOPLE PRACTICES CENTRAL WEST CCAC CINEPLEX ENTERTAINMENT LP DHR INTERNATIONAL ERNST & YOUNG LLP GCS HAY GROUP KINECT LIQUOR CONTROL BOARD OF ONTARIO MANULIFE FINANCIAL MAPLE LEAF FOODS MTS ALLSTREAM INC. MUNICIPALITY OF CHATHAM-KENT PRACTICAL MANAGEMENT OF CANADA INC. TELUS COMMUNICATIONS TREASURY BOARD OF CANADA SECRETARIAT UNIVERSITY OF TORONTO Conference highlights Discover the winning formula for creating a world-class leadership succession program through case studies and interactive workshops from some of Canada s most highly regarded companies Understand how changes in the Canadian labour force are affecting leadership initiatives Explore approaches for building leadership capability Unearth winning strategies for integrating diversity into the succession management process Uncover best practices for overcoming leadership succession challenges Examine ways to effectively integrate coaching and mentoring programs into successful leadership development Discover ways to nurture, retain and train your best talent Explore the most effective ways to build a robust talent pipeline Optional workshops LEADING-EDGE COACHING PRACTICES TO SUPPORT LEADERSHIP DEVELOPMENT Barry Nelson, General Manager, Practical Management of Canada Inc. DESIGNING AND IMPLEMENTING A LEADERSHIP SUCCESSION PROGRAM Shelley Brown, Vice President, Human Resources, Bromelin People Practices Enjoyed the emerging common themes. Very helpful in organizing my thinking around this issue. Excellent networking opportunity! Many ideas, tools and concepts learned from presenters. I would like to take back and apply to my organization ASAP! Benefited from networking & learning practical how to methodologies. Lots of great ideas and food for thought. Also, some great contacts. Excellent content!

2 Who should attend Presidents, Vice-Presidents, Directors, Managers and Consultants in: Human Resources, Organizational Development, Succession Planning, Training and Development, Employee Relations, and Talent Management Dear Colleague: Strong and effi cient leadership is the engine that drives your company s growth and performance. However, it is becoming harder to identify, train and retain strong leaders than ever before. And with so many executives reaching retirement, recruitment initiatives can hardly keep up to fi ll the talent pool. Is your organization effectively planning for the future? What does it take to develop and successfully implement a world-class leadership development and succession-planning program? And how can you measure the bottom-line impact of your successionplanning program? Understanding the depth of your talent pool is critical in today s business environment. Organizations around the world are now faced with the challenge to either revamp their current leadership succession management program or design a new plan from scratch. Federated Press 17th Leadership Succession Management conference will take you beyond lofty concepts and theories and examine actual case studies in leadership succession planning and talent management so that you can more effectively understand ways to contribute to the long-term success of your company and even increase shareholder value. Issues to be covered include: - Developing and implementing proven methods for managing a leadership succession program - Implementing a company culture based on talent development - Identifying and developing high potentials - Analytical approaches and tools for assessing talent management - Integrating diversity into the succession management process - Best practices for coaching future leaders - Tips and advice for overcoming common succession planning obstacles and pitfalls - Engaging and retaining high performers with a well developed talent management strategy - Utilizing mentoring leadership programs in succession planning initiatives BMO Harris Private Banking, Bromelin People Practices, Central West CCAC, Cineplex Entertainment LP, DHR International, Ernst & Young LLP, GCS, Hay Group, Kinect, Liquor Control Board of Ontario (LCBO), Manulife Financial, Maple Leaf Foods, MTS Allstream Inc., Municipality of Chatham-Kent, Practical Management of Canada Inc., TELUS Communications, Treasury Board of Canada Secretariat and the University of Toronto. Take a great leap forward towards a more successful and strategic leadership succession program. Register today at or We look forward to seeing you at the conference!

3 Implementing a Leadership Succession Management Program in Today s Environment SESSION 1 Barry Nelson, General Manager, Practical Management of Canada Inc. Monday, February 6 th 9:00-9:45 IS YOUR ORGANIZATION READY FOR SUCCESSION PLANNING? James Wong, Vice-President, Succession Planning Solutions, BMO Harris Private Banking This presentation will explore the readiness of organizations to develop and execute a successful succession planning process. Too often these initiatives fail or get lost in a myriad of other priorities because the true leadership support and the organizational will is not there to make it happen. Where is the impetus for succession planning coming from in the organization? Is the leadership group fully supportive of the initiative? Does the organizational culture support succession planning? Who should lead the effort internally? Does the identified success profile for future leadership match the skills and abilities of the current management group? What is a reasonable gap? 9:45-10:30 TELUS COMMUNICATIONS CASE STUDY Richard Beed, Vice-President, Talent Solutions, TELUS Communications Adopting an integrated talent strategy aligned with the strategic direction of the organization is critical in times of business change and economic uncertainty. This case study presentation will elaborate on the impact that the process of aligning TELUS organizational values and strategic business objectives with behavioural leadership competencies is having on its succession planning framework. The process of aligning organizational values and strategic business objectives with behavioural leadership competencies in the succession process Assessing talent requirements that are directional with strategic objectives Creating an integrated talent management approach Identifying and building bench strength around mission critical positions 10:30-11:00 NETWORKING BREAK 11:00-11:45 ASSESSING AND BUILDING LEADERSHIP CAPABILITY Nicole Bendaly, Vice-President, Learning & Organizational Development, Kinect Does your organization have the leadership strength it requires to effectively deliver its organizational strategy, both now and in the future? A key source of competitive advantage in today s economy, leadership capability goes beyond simply ensuring that leaders are in place. This presentation will discuss the ways to measure and build the level of leadership capability in your organization to make certain that the leadership skills that are needed for the future are developed and nurtured now. Understanding and leveraging a workforce planning system Examining the real internal challenges of launching and sustaining leadership Setting up a learning strategy to develop leaders Establishing a method of measuring and assessing the level of leadership capability in your organization Key steps to sustaining leadership development 11:45-12:30 FROM BABY BOOMER TO GEN Y: ALIGNING VALUES IN TIMES OF TRANSITION Barry Nelson, General Manager, Practical Management of Canada Inc. As Baby Boomers begin to look towards retirement, organizations are being faced with the dilemma of finding and preparing the next generation of leaders to take their place. In some industries, the prognosis is bleak with a shortfall of experienced, dedicated and empowered talent. While it is true that many personnel coming through the ranks lack the necessary skills and hands-on experience needed to replace the older generation, younger staff bring a new set of skills that will assist in driving an organization s success. This session will explore the issues that organizations are facing along with the programs & policies you will need to implement in order to ensure a smooth transition. Understanding and adapting to the needs of Generation Y employees Matching expectations with reality in order to retain young talent Mentoring programs as a key to advanced learning Using collaborative tools to assist in the transition 12:30-1:30 LUNCH

4 Identifying and Encouraging the Leaders of Tomorrow SESSION 2 Sussannah Kelly, Executive Vice-President, DHR International Monday, February 6 th 1:30-2:15 INCORPORATING DIVERSITY AND EQUITY INITIATIVES INTO SUCCESSION PLANNING Janet Naidu, Manager, Workplace Diversity, Liquor Control Board of Ontario Building and retaining a diverse workforce is a key issue within any organization. Canadian employers are responding to the impetus to undertake a gap analysis by comparing existing developmental and leadership succession management initiatives with requirements under the Employment Equity Act and judicial decisions in recent case law. This adds an additional level of complexity to any succession strategy as you determine the critical skills and competencies your workforce needs to become organizational leaders. This session will provide beneficial practical approaches to help you to: Incorporate diversity initiatives into your succession planning process Identify initiatives that may be implemented to respond to the need to manage a diverse workforce Proactively develop and retain women and minorities Build a talent pool that includes the entire workforce population Define a system for management of future talent that is mindful of new workplace norms 2:15-3:00 FILLING THE VOID: COMPETING FOR THE BEST TALENT Sussannah Kelly, Executive Vice-President, DHR International Small to mid-sized companies are in a difficult position as they compete with larger companies with their budgets to acquire and keep the best talent. The question becomes how do you attract future leaders and how do you keep them motivated as you groom them for executive positions? This session will explore the ways to cultivate and nurture a transitional talent pool. Developing a value proposition for new talent beyond financial remuneration Setting a clear pathway for emerging talent Understanding the benefits of strategic horizontal transfers Empowering employees in order to build stronger leaders 3:30-4:15 INTEGRATING COACHING & MENTORING INTO LEADERSHIP DEVELOPMENT Rosie Parnass, Director, Organizational and Staff Development, University of Toronto Mentoring and coaching practices are an integral component of leadership development and succession management. This session discusses various approaches as well as provide tips to successfully executing strategic initiatives within your organization. Building successful mentor and coaching initiatives The value of coaching and mentoring for leadership development Role of leadership team in coaching and mentoring programs Selection of mentors and coaches: key considerations Critical success factors for mentoring and coaching program 4:15-5:00 OVERCOMING LEADERSHIP SUCCESSION CHALLENGES Cheryl A. Fullerton, Director, Leadership Development, Maple Leaf Foods Simply put, you cannot build a leadership succession plan if you have no qualified people to move into leadership positions. This session will focus on practices that will help you to contend with the many challenges faced in succession management implementation. Establishing accountability for succession management Linking organizational values, behavioural competencies and skills Attracting high-potential external candidates to supplement the talent pool Increasing motivation through the creation of a performance-based culture Using reward and recognition programs to retain star employees Dealing constructively with factors that can derail a succession candidate Increasing the transparency of the succession management process 3:00-3:30 NETWORKING BREAK

5 Best Practices and Lessons Learned SESSION 3 Charles Marful, Director, Human Resources, Ernst & Young LLP Tuesday, February 7 th 9:00-9:45 ASSESSING AND DEVELOPING EXECUTIVE LEADERSHIP CAPACITY IN THE FEDERAL PUBLIC SERVICE Rea McKay, Manager, Talent Management Strategies and Outreach, Treasury Board of Canada Secretariat Does your organization have the leadership strength it requires to effectively deliver its organizational strategy, both now and in the future? A key contributing factor to success is the effective development executive leadership capacity, which goes beyond simply ensuring that leaders are in place. This presentation will discuss the ways to assess and develop executive leadership capacity in the federal public service in order to make certain that the leadership skills that are needed for the future are developed and nurtured now. Assessing and developing executive leadership capacity in the federal public service Building leadership capability: how to constructively use a pathway approach to build that capability Addressing emerging skills and critical competencies to succeed in today s world Taking a tiered development approach in the management hierarchy Designing actionable career paths to attract and retain your best Establishing a method of measuring and assessing the level of leadership capability in your organization 9:45-10:30 THE ROLE OF LEADERSHIP PROGRAMS IN SUCCESSION PLANNING Tara Lockyer, AVP Leadership Development, Corporate HR, Global Talent Management, Manulife Financial Established leadership programs are a key tool in training successors and building capacity in employees. If properly executed, the organizational benefits can be tremendous. This case study presentation will examine how the Manulife Financial has developed and implemented proven methods for managing its leadership program and its role in succession planning. The role of leadership programs in succession planning Critical components of a successful leadership program The importance of skill development and knowledge transfer Linking succession planning to organizational goals Avoiding common pitfalls 11:00-11:45 MUNICIPALITY OF CHATHAM-KENT CASE STUDY Marianne Fenton, Manager, Learning and Organizational Development, Municipality of Chatham-Kent Cathy Hoffman, Director, Human Resources and Organizational Development, Municipality of Chatham-Kent Successfully creating a culture of leadership succession development is challenging in any organization. Creating one that is transparent, affordable and effective in meeting the talent shortage adds to the challenge. Learn how the Municipality of Chatham-Kent embarked on creating a culture of leadership succession development in a singletier municipality with 2200 employees. This case study will highlight the successes and lessons learned. The leadership talent challenges facing public sector organizations Creating Chatham-Kent s vision for succession development Engaging the organization in understanding and supporting the succession development plan Building the programs and systems to enable leadership succession development Evaluation and metrics for continuous improvement of the succession development program 11:45-12:30 TRANSFORMATIONAL LEADERSHIP SUCCESSION Charles Marful, Director, Human Resources, Ernst & Young LLP It is no longer business as usual for organizations. Traditional forms of leadership are giving way to demands for transformational leaders who can take their organizations to the next level of development and performance. This presentation will provide a better understanding of transformational leadership and how this relates to developments in succession management. Why traditional leadership can fall short in today s business world Understanding what is transformational leadership Redefining leadership competencies and integrated skills Individual and organizational development needs Cultivating transformational leadership What can be done to take leadership performance to the next level 12:30-1:30 LUNCH 10:30-11:00 NETWORKING BREAK

6 Overcoming Leadership Succession Challenges SESSION 4 Dessalen Wood, Director, Talent Development, Cineplex Entertainment LP Tuesday, February 7 th 1:30-2:15 CASE STUDY: ENABLING BUSINESS STRATEGY THROUGH TALENT DEVELOPMENT Bernice Parent, Director, Leadership and Organizational Effectiveness, MTS Allstream Inc. Kathleen Grace, President, GCS Aligning talent development with strategic planning is essential in order to establish a strong leadership talent pool that is not only ready to meet current business needs but one that can anticipate and successfully manage evolving business needs. This presentation will focus on MTS Allstream s Leadership Edge development program that boasts a 7+ year track record that has garnered praise from organizational leaders for delivering real results in turning high potentials into the next generation of successful leaders. Program overview: core elements of the program that make it work Selection of candidates: lessons learned The importance of assessment Differentiating performance and potential Leveraging and training senior leaders to be skilled coaches and mentors Essential guidelines for implementation: connecting to the strategy and using feedback loops Use of new technology to boost learning and networking Measuring program results 2:15-3:00 ONBOARDING SEASONED AND JUNIOR LEADERS: ENSURING CREDIBILITY AND SUCCESS Dessalen Wood, Director, Talent Development, Cineplex Entertainment LP The costs associated with hiring new executives can be high. It is therefore essential to provide support to a new member of the management team so that they can succeed in the role they were hired to perform. This session will highlight best practices for developing an onboarding program for future leaders. 3:00-3:30 NETWORKING BREAK 3:30-4:15 ENGAGING AND RETAINING HIGH PERFORMERS Amanda Pike, Manager, Organizational Development, Central West CCAC Today s organizations need to apply the latest winning strategies to engage and retain high-potential employees. This presentation will detail how to achieve this with a well-developed talent management strategy. Developing a framework to help maintain employee engagement of high performers Identifying the role of HR in retaining high performing employees across the organization Implementing high performer retention programs Pitfalls and benefits of embarking on a high potential engagement program in your organization 4:15-5:00 CEO SUCCESSION AND THE DOMINO EFFECT Kathy Brooks, Senior Director and Practice Leader, Hay Group Whether the CEO is selected from among internal or external candidates, succession planning for the top spot can be an extremely delicate matter. The new scenario can trigger other changes in the leadership structure and its support requirements. This session will explore the issues and the steps that can be taken to mitigate the impact of executive leadership succession. Scenario planning: assessing the potential impact on the C-suite Ongoing, continuous reassessment of the mission critical skills profile Evaluating and developing internal candidates Defining the process for internal and external candidate identification Onboarding seasoned and junior leaders: ensuring credibility and success Aligning onboarding strategies with company objectives Leadership coaching for new executives Aligning individuals with the culture of the organization How new management communicates with others in the organization Ensuring executives have realistic expectations about the company & job Monitoring the progress of executives Onboarding internal transfers

7 OPTIONAL WORKSHOP A Wednesday, February 8 th - 9:00-noon OPTIONAL WORKSHOP B Wednesday, February 8 th - 1:30-4:30 LEADING-EDGE COACHING PRACTICES TO SUPPORT LEADERSHIP DEVELOPMENT Barry Nelson, General Manager, Practical Management of Canada Inc. As part of an organization s succession process, coaching can be used to engage leaders and high potentials to ensure that they are prepared for an executive role. Since strong leaders do not work in isolation, it is equally important to encourage collaboration and trust within an executive team. Team coaching encourages the management team to work together as a system so that the specific skills and competencies of each individual is used to the fullest. By combining executive and team coaching, decision-making, collaboration and communication will improve, leading to better workplace efficiency and overall organizational performance. This interactive workshop will highlight best practices for using coaching as a leadership development tool. Tying executive coaching to leadership development Creating successful coaching relationships Establishing goals for leadership development Establishing what skills are needed by leaders Identifying high performers who would benefit from team coaching Most effective approaches to team coaching What are the best uses of executive team coaching? Avoiding the potential pitfalls associated with team coaching What are the differences between coaching individuals and coaching teams? Barry Nelson is a Senior Consultant and part owner of Practical Management of Canada Inc. He is a business author and over the last 16 years, has regularly engaged with Top 100 company management teams in the area of strategic planning. DESIGNING AND IMPLEMENTING A LEADERSHIP SUCCESSION PROGRAM Shelley Brown, Vice President, Human Resources, Bromelin People Practices The design and implementation of an effective leadership continuity program comprehensively bridges your business strategy with your various workforce strategies. This workshop will outline proven methods for designing, implementing and managing a successful leadership succession program. Obtaining senior management buy-in How to align a leadership succession plan with business strategy Designing the program to meet immediate and future needs Establishing metrics to fuel continuous improvement Tips to creating a sustainable succession program Implementation planning and launch Building support and interest in the program Shelley Brown brings over 20 years of corporate experience in HR in high-tech, insurance, consumer products and pharmaceuticals. Her latest role was Vice President, HR at a top 10 Canadian pharmaceutical organization for 8 years. She brought this organization from post-merger trauma to a top employer in Canada in 14 short months and continued the upward trend to maintain top employer status and increased employee satisfaction. She led a large HR function, participated on a Canadian corporate executive team, worked on a number of global projects and attended the Wharton Business Leadership Program. SPONSORSHIP OPPORTUNITIES Maximize your company s visibility in front of key decision-makers in your target market! Federated Press events are attended by those with the seniority and authority to change the way their organizations operate. For sponsors this means an unparalleled opportunity to raise your profile before a manageable group of senior decision makers. There are a wide range of sponsorship packages, which can be customized to fit your budget and marketing objectives. Contact Nayla Costandi at: ext. 244 for more information.

8 17th Leadership Succession Management Driving corporate results through effective leadership succession planning and talent management February 6, 7 & 8, 2012, Toronto METROPOLITAN HOTEL, 108 CHESTNUT STREET, TORONTO, ONTARIO, M5G 1R3 TO REGISTER FOR LEADERSHIP SUCCESSION MANAGEMENT Delegate Name Delegate Title Approving Manager Name Approving Manager Title Department Organization Address City Province Postal Code Telephone ext Fax Cheque enclosed (payable to Federated Press) for: REGISTRATION COSTS GST Registration # R Please bill my credit card: AMEX VISA Mastercard Credit Card # Signature: Book & Pay by Nov 7/11 $ Book & Pay by Dec 5/11 Expiration date: / Regular Price Mail completed form with payment to: Federated Press P.O. Box 4005, Station A Toronto, Ontario M5W 2Z8 UNCONDITIONAL UPGRADE POLICY If you have registered for a similar or simultaneous event and wish to attend this Federated Press event instead, we are so sure that you will find this conference of more value that we will refund any cancellation fee up to $ GROUP DISCOUNT If you register four people at the same time you will be entitled to a discount. To take advantage of this special offer, payment for all delegates must be made with one cheque or credit card charge. Contact Sandra Frattolillo at: ext. 223 for more information. Conference + all w orkshops $ 2795 $ 2895 $ 2995 Conference + 1 workshop ( A or B ) $ 2320 $ 2420 $ 2520 Conference + CD-ROM ($150) $ 1925 $ 2025 $ 2125 Conference only $ 1775 $ 1875 $ 1975 CD-ROM only $ 499 * Breakfasts, luncheons, morning and afternoon coffee breaks are included in the registration fees. Please add 13% HST to all prices. / PBN# PG0001 CD-ROM: The modern way to benefit from leading-edge conference information. Weren t able to attend this Federated Press conference? Though you cannot replace the experience of attending, you can benefit from the leading-edge information provided at the conferences, including all the written materials and video presentations by purchasing the Proceeding CD ROM. Our conference CD-ROMs create the experience of actually being at a lecture or conference. Cancellation: Please note that non-attendance at the conference does not entitle the registrant to a refund. In the event that a registrant becomes unable to attend following the deadline for cancellation, a substitute attendee may be delegated. A copy of the conference papers will be provided in any case. Please notify Federated Press of any changes as soon as possible. Federated Press assumes no liability for changes in program content or speakers. A full refund of the attendance fee will be provided upon cancellation in writing received prior to January 25, No refunds will be issued after this date Toronto: (416) [email protected] Payment must be received prior to January 31, 2012 (416) WHEN CALLING, PLEASE MENTION PRIORITY CODE: LSMT1202/E