Designing a Development Architecture that Impacts Organizational Performance: Linking Leadership & Learning to Business Outcomes
Gwyneth MeeksVP, Organizational Effectiveness within the Global Organizational & Leadership Development, ViacomGwyneth Meeks is VP, Organizational Effectiveness within the Global Organizational & Leadership Development for Viacom. In her role, Gwyneth leads the Organizational Effectiveness team within Human Resources and supports individual, team and organizational development initiatives.
Joe Garcia, Ph.D.Senior Director, Talent Management, The Home DepotDr. Joe Garcia manages the Organizational Effectiveness, Talent Planning, and Executive Development functions at Home Depot. Dr. Garcia has extensive international experience with multinationals in Europe, Latin American and the Caribbean and has lead major selection and organization development projects in Mexico, Venezuela, Argentina, and Brazil.
DeLisa AlexanderExecutive Vice President and Chief People Officer, Red HatIn 2010 Alexander received a "Women in Business" executive award from the Triangle Business Journal. She joined Red Hat in 2001 and served in the office of General Counsel until mid-2006, most recently as Assistant General Counsel and Assistant Secretary. She earned her Juris Doctor, with distinction, from George Mason University.
Deb SintaSenior Manager, Talent Development at the Sara Lee CorporationAs Senior Manager of Talent Development, Deb is responsible for Sara Lee Corporation’s approach to all talent related initiatives, including development and learning, talent management, performance management, and organization effectiveness.
Robert CancalosiChief Learning Officer at GE HealthcareResponsible for the Leadership, Learning and Development of over 55,000 employees worldwide, Bob leads a team of global Directors who design and deliver programs in 32 countries. Recognized as the GE Medical Systems “Leader of the Year,” Bob also received the GE Healthcare President’s Award for creating a world-class culture.
Greg HartleyFormerly US Army Special Forces and Author of “The Most Dangerous Business Book You’ll Ever Read”Greg graduated from the U.S. Army Interrogation School, the Anti-Terrorism Instructor Qualification Course, the Principle Protection Instructor Qualification Course, Rutgers University School of Law, and SERE (Survival, Evasion, Resistance, Escape) school.
Durand DuinSenior Manager, Google's Learning and Development TeamDurand is the Program Lead for Google Basecamp, an experiential learning program designed to develop the business, leadership, and consulting skills of high performing individuals within Google's People Operations Organization.
Darcy SempleDirector, Global Leadership Programs at Tiffany & Co.Darcy brings 16 years of experience in learning and leadership development. She is currently responsible for sustaining a consistent and strong set of development programs for leaders at Tiffany & Co.
Barbara KeenHead of Organization Development & Talent Management at Aptalis PharmaceuticalsBarbara and her learning team have received 2009 and 2010 CLO Learning In Practice Awards for Learning Leadership, Business Impact, and Learning Team. In 2009, she was awarded the Blessing White Leadership & Culture Award and was also appointed to the Corporate University Exchange Social Learning Executive Committee.
In order to remain competitive organizations need to develop a comprehensive, integrated architecture to support the learning and leadership development initiatives that are critical in achieving a sustainable, high performing, organization. Maintaining and managing a robust leadership pipeline, identifying and developing high potential talent, and creating compelling learning programs for current leaders are the most significant top organizational priorities for 2011 and beyond.
Discounts are also available for teams. Please contact Shane Lennon at 866.538.1909 x1904 or shane.lennon@hci.org. Register Now!
For additional information, or if you would like assistance with registration, please contact Barbara Sumanis anytime at 866.538.1909 x2683.
The Shortage of Leadership Talent is Real
Deloitte estimates that 80% of organizations lack the bench strength to support their business operations into the next decade. Many leaders considered “high potential” struggle to navigate the challenging economy, forcing organizations to take a hard and serious look into current leadership development programs. With economic conditions improving, smart companies are ramping up development and retention initiatives to keep key leaders and high potential employees on board. To stay competitive, organizations must reassess and benchmark their leadership development practices against those in similar markets, then take aggressive steps to do whatever it takes to coach, prepare and motivate top talent.
Learning and Leadership Development Are Priority Objectives in the Executive Suite
There is direct and irrefutable evidence that links good Leadership to increased innovation and business performance. The Corporate Executive Board recently announced the #1 Critical HR Priority for 2011 is improving senior leader capabilities at managing the workforce. Smart organizations investing in learning and leadership development clearly demonstrate superior financial performance, increased engagement, and essential market innovation compared to those that don’t make this investment.
Develop a Framework that Increases Organizational Performance and Competitive Innovation
Learn how you and your organization can prepare for new business challenges by developing a learning and leadership framework that delivers the big bang in business outcome, organizational performance and competitive innovation. Join us at the HCI Learning and Leadership Development Conference and see what other successful organizations have accomplished and benchmark your own progress. You’ll leave with creative and resourceful ideas, best practices, and new professional contacts to help you improve the business impact of your learning, leadership, and succession programs.
Topics Include:
- Leaders developing Leaders
- Identifying, Supporting and Mentoring High Potentials and Next Generation Leaders
- The Future of Learning and Talent Development
- Electronic Learning Applications that Make a Difference
- Succession Planning and Strategies to Cultivate a Dynamic Pipeline
- Measuring and Evaluating the ROI of Leadership Initiatives
- Connecting Learning to Tangible Business Outcomes
- Integrated Talent Management - How Do All of the Pieces of Talent and Competency Management Fit Together?
- Leveraging the Link Between Leadership and Organizational Performance, Growth and Profits
- Extending Social Learning Strategy Beyond an LMS
- Aligning Development Processes with Business Goals
- Strategic Initiatives that Create a High Performance Culture of Innovation and Collaboration
- Business Modeling and other Development Initiatives that Incorporate Risk Based Scenarios
- Integrating Talent Development into Business Planning
- Getting Leadership Buy-In to Drive High Impact Learning
