2012 Strategic Talent Acquisition Executive Forum

Agenda

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Thursday, December 6, 2012

7:00-4:00 PM

Registration

7:30-8:30 AM

Breakfast

8:30-8:45 AM

Chairman's Welcome

Presented by:
Christopher Hoyt, Talent Engagement and Marketing Leader, PepsiCo
8:45-9:30 AM
Presented by:
Dr. John Sullivan, Professor of Management, Speaker, Author
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Even if a firm practices a mainstream approach to recruiting, every recruiter and recruiting leader still has a professional obligation to keep up with the most recent strategies and tools available. Dominating the global marketplace can’t be done by using the same tools and strategies as competitors. Recruiting must use the newest and most advanced tools to attract the best talent. These advanced approaches are coined “bleeding leading-edge” recruiting. Because of their newness, their use involves some degree of experimentation and risk. Although they are on the outer limits of recruiting today, in a few years most of them may be considered mainstream, thus, the time to implement them is now. Not every organization has the resources or the courage to use these tools, but it’s imperative for recruiting leaders to at least understand them so their teams are prepared when the competition does.

In this highly interactive session, the world- renowned recruiting strategist Dr. Sullivan will highlight the bold and aggressive “bleeding leading-edge” practices that are being used by the best firms in Silicon Valley and around the world. He will explain the strategy behind each approach, why it works and how it can give a company competitive advantage in the battle for top talent. One of the goals of this session is to have attendees leave with a degree of excitement, dozens of new ideas and a commitment to become bolder and more aggressive in their approach to recruiting.

9:30-10:15 AM
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Suggested talking points:
 
 

  • Bold and aggressive practices in employer branding
  • Advanced marketing research approaches that allow you to fully understand the candidate and their needs
  • Bleeding edge practices in employee referral
  • Recruiting with contests and games
  • Convincing "disinterested" prospects to apply
  • Advanced social media and mobile platform approaches
  • Advanced interviewing and assessment approaches
  • How talent communities can help you build relationships with top talent
10:15-10:45 AM

Networking Break

10:45-11:30 AM
Presented by:
Aaron Steinberger, Director of Talent, Zynga
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Finding a quality candidate should be easy. There have never been as many educated people in the world, nor has it ever been as simple for employers to tap into this vast pool online.  The reality is it isn't finding the candidates. The challenge is convincing them they should leave their current employer and commit to a new organization.  Across industries, business competes for skilled talent.  It is safe to assume that no matter who the current employer may be; highly talented people are receiving multiple offers and opportunities.
 
Aaron Steinberger engineered the structure of Zynga’s staffing teams and interview process. He accomplished this by structuring hiring teams specifically for growth in a competitive labor market and by educating recruiters on how to be effective. In this session, he will share how to hire for the company not the role, how to go beyond compensation when creating attractive employment offers, and hiring strategies for success in a world where it seems everyone is competing for the same talent.
 

11:30-12:15 PM
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Suggested points:
 

  • Employment incentives beyond compensation
  • Recruiting for retention
  • The feasibility of recruiting for the company, not the role
  • Structure talent acquisition teams for the small-large company
  • Whether sourcing or securing top talent the ultimate challenge
  • Differences between recruiting strategies for passive, active or unemployed candidates
12:15-1:15 PM

Lunch

1:15-2:00 PM
Presented by:
Lacey All , Director, Strategic Talent Initiatives, Starbucks Coffee Company
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In the current recruiting environment, the competition for top talent is more ferocious than ever. To attract, develop, and retain critical talent in the best possible way, HR and talent acquisition leaders must ensure that talent strategies are linked to business strategies.  With overall recruiting budgets down, every hire is a critical business decision and must be guided by business strategy. The strategic workforce plan is the map that guides that strategy, and recruiters that can understand it and shape it play a vital role in talent strategy. Both workforce planning and talent acquisition are critical links in an organization’s talent supply chain. What official role should talent acquisition play and should they own workforce planning or be HR’s strategic partner?

2:00-2:45 PM
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Suggested talking points:
 

  • Talent acquisition's current role in workforce planning
  • Where talent acquisition would like to be in workforce planning
  • Building a business case for inclusion
  • Skill development
  • Partnering with HR: Challenges and solutions

 

2:45-3:15 PM

Networking Break

3:15-4:00 PM
Presented by:
Sarah Tilley, Vice President, Talent Acquisition and Global Mobility, The Walt Disney Company Corporate
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In the hyper-competitive battle for top talent, the ability to execute talent acquisition strategies is a key differentiator for top organizations. Global companies find it especially challenging to recruit strategically across business units and regions with agility and efficiency. Disney's focus has been to optimize the talent acquisition function across several different organizations that support their highly diverse businesses, to a holistic approach that benefits both the enterprise and the individual businesses while optimizing the recruitment function. In this session, Sarah Tilley will share Disney’s high-level journey and some of the discoveries when looking at where there are integration opportunities across the recruitment function and organization.

4:00-4:45 PM
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Suggested talking points:
 
 

  • Building a business case for redesign
  • Design criteria
  • How to determine when and where to centralize functions
  • The "interaction with client" influence
  • Building a hybrid model
  • Which pieces of business need their own branding and which can be combined
  • What to do when items surface that can compromise the vision
  • How to relinquish and reassign responsibilities during the restructure

 

4:45-5:00 PM

Chairman's Closing Remarks

Presented by:
Christopher Hoyt, Talent Engagement and Marketing Leader, PepsiCo